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“Recruiting is much more complex than it used to be. You can’t just post an ad on a site like Monster and wait for candidates to come. ...

“Recruiting is much more complex than it used to be. You can’t just post an ad on a site like Monster and wait for candidates to come.
You really need to do your homework and think of recruiting as a marketing campaign – who is my target market, and how can I reach them.” - SHRM

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    Sourcing Approaches Sharing Sourcing Approaches Sharing Presentation Transcript

    • Steven Chen Recruitment Marketing Strategy Manager, IBM GCG 0710/2009 Uncover New Avenues for Identifying Talents © 2009 IBM Corporation
    • Pe rsonal Information E- HR System Steven’s Projects i n Exploring the New Educ ation: Master of Human Resource World of Smart Rec ruitment Management and Industrial Relations,  IBM Application Tracking System University of Sydney, Australia  IBM E-onboarding System Location: Beijing, China Talent Market Insight Language: Chinese, English  IBM E-separation System  China Software Talent Market Research Project Job Title: IBM GCG Recruitment Marketing  IBM LOA System Strategy Manager  IBM Contractor Renewal System  Generation-Y Research Core Competenc ies?  IBM Candidate Relationship  IBM China Employer Branding Project Management System (CRM)  12 Key Competitors Market Intelligence Research • Staffing Strategy & Planning Project •Talent Sourcing and Recruitment Practices  IBM 3D Virtual World Learning Project • Talent Market Research & Analysis for New Employee Assimilation  China Agency Market Research Project • Employer Branding Research & Promotion  IBM Campus Recruitment System  Geo Expansion 2nd/3rd Tier City Talent Market • E-HR System Design and Implementation  IBM Online Job Fair & Interview Research • Project Design and Management System  IBM China Talent Relocation Research • HR Consulting and Training  E-learning Portal and Profit Model  China Paradox Research on Overseas Chinese Design Project Graduates 主要职 业经 历 Strategic Sourcing & Selection  IBM Global Delivery City Study • IBM全 球 咨 询 部 人 力 资 本 讲 师 及 专 业 顾 问 , 全  Blue Pathway Internship & Campus Program  IBM Employer Branding Research on Campus 服 务 客 户 :海 尔 , 韩 国 SK集 团 , 上 海 移 动 等 海 集  University Relations Collaboration Project  IBM China Alumni Survey • IBM中 国 区 高 效 面 试 培 训 讲 师 及 Virtual 中  Diversity Hiring Market Research World Learning 项 目 负 责 人  Agency Management System Project • IBM大 中 华 区 招 聘 项 目 经 理 大  Overseas Hiring Project  Other Ad Hoc Market Research Projects for Critical • IBM大 中 华 区 雇 主 品 牌 运 营 经 理 大  Diversity Hiring Program Skills or Target Industries • IBM大 中 华 区 人 才 市 场 调 研 负 责 人 大 Other Recrui tment Projects • IBM全 球 科 技 有 限 公 司 全 国 招 聘 经 理 全  ERBP Re-engineering Project • IBM全 球 招 聘 系 统 中 国 区 负 责 人 全  Next Generation Sourcing Channel Project  IBM China Corporate Branding Project • IBM中 国 研 发 部 门 招 聘 负 责 人 中  IBM GCG Alumni Program • IBM中 国 全 球 咨 询 服 务 部 门 招 聘 负 责 人 中  IBM GBS Consulting Projects, e.g. Haier, SH  IBM China Employer Branding Project • IBM中 国 全 球 技 术 服 务 部 门 招 聘 负 责 人 中 Mobile, Korean SK Group, etc. • IBM中 国 销 售 及 支 持 部 门 招 聘 负 责 人 中  IBM China Assessment Center Project  IBM China Enterprise Risk Management Project • IBM全 国 校 园 招 聘 经 理 : 创建“蓝色之路” 全  BBSI Interview Workshop Program  IBM Global New Employee Experience & Value 实习项目  Geo Expansion Sourcing Project Chain Project  High-volume Hiring Project  Social Recruitment Project  Other Corporate & Global Recruitment  Other Recruitment Marketing Programs 2 © 2009 IBM Corporation Projects
    • agenda 1 Trends for Smart Recruitment 2 Integrated Sourcing Strategy 3 IBM Strategic Sourcing Model 4 Case Study: Social Networks 5 Case Study: SEM + SNS 6 More Recruitment 2.0 Practices 7 Expected ROI 3 © 2009 IBM Corporation
    • Welcome to the new digital ecosystem  The media landscape is more fragmented than ever before  Explosion of channels (web, blogs, RSS, instant messaging, virtual world…)  Boom of connected devices (iPhone, iPod, video games…)  The consumer is now always-on, immersed in a digital pool growing every day  Four generation currently in the workforce  He’s now in control of communication and trusts more his friends and relatives than traditional advertising when it comes to decision purchase Web 1.0 was about connecting Web 2.0 is about connecting people, computers and making and making technology efficient for technology more efficient for collaboration, re-use, and end-use. computers. Interaction Transaction Conversation Feedback Contributions 4 © 2009 IBM Corporation
    • This new behavior influences the recruitment sector  Job portals still lead the way but they see the rise of new niche actors  They also face the threat of B2B social networks like LinkedIn, Facebook, Xing… and many others  User-generated content impacts the reputation of your company and its attractiveness as work place  Recruitment is getting more « social » to track talent and attract the right profiles  Just like in many other sectors, Internet generates « disintermediation » effects: companies can bypass professionals to find people they need 5 © 2009 IBM Corporation
    • Reach Candidates : Spent Time Avg. Recruiter’s Marketing Spend Individual Media Consumption Going Online The 14 hours per week 45% Opportunity Temporary Replacement Firms Watching Television 10 Hours per week 35% 3 rd Party Staffing Radio Listening Firms & Headhunters 5 hours per w eek 16% of the time 11% All Reading Books, 3 hours Newspapers Reading magazines, 3 hours 7% Internet Reading newspapers, 1 hour Source: Borrell Recruiting Report (January 2006) 6 © 2009 IBM Corporation
    • Typical web 1.0 online recruiting strategy STEP 1 STEP 2 Career Site $$ Job Boards Corporate Career Site Job Search 51jobs, Chinahr Apply Process Niche Job Board  Not driving direct traffic STEP 3  Not capturing passive STEP 4 candidates  Not measuring sources Candidates  Fragmented candidate ATS Active People Only databases/networks =<1% Internet Users  Not marketing to applicants, Jobs employees, search engines, social Machine Gun Apply networks Applicants Shared with others 7 © 2009 IBM Corporation
    • Recruiting Today – Pay to Post or Pay for Performance? Niche Job Boards Missing 70% of total Major Job Boards Internet audience Pros: But some clients • Inefficient - GIGO spend over 70% of • Low ROI – Pay to Post • Brand (active seekers) budget to reach 30% Internet Overall 70% vs. 30% of audience Top Job Boards Cons: • Only active seekers • Losing share Candidate Behavior: Throw it against the wall Niche Job Boards Trend: More recruiters abandoning the pay-to-post model Source: ComScore 8 © 2009 IBM Corporation
    • Source of Hire 2008 Some key findings include:  Internal transfer and promotions has the significant increase in the proportion of internal to external fills in 2008 (38.8%) versus 2007 (28%) due to the deteriorating economic climate during 2008.  Referrals (employee, alumni, vendor, etc.) make up 27.3% of all external hires and is arguably the number one external source. (Employee referrals make up most of this category but Alumni referrals are growing.)  Hires attributed to Job Boards (not including the company site) represent 12.3% of external hires. The trend predicts it will diminish in the future.  Company web site is regarded as a destination not a source. Trends in 2009  Improve Direct Sourcing, Social Network Source: CareerXroads 8th Annual Source of Hire Study (200 Companies, 5000+ employees, Named Brand), 02/09 Connections and SEM  Reduce Agency, Job Board and Print  Increase Referrals 9 © 2009 IBM Corporation
    • The New World of Recruiting The bottom line is this: With  a wave of retiring Baby Boomers,  a wave of less experienced Generation Y workers coming into the market,  and the changing economic landscape, finding the right people for the right jobs at the right time is more critical than ever. “Recruiting is much more complex than it used to be. You can’t just post an ad on a site like Monster and wait for candidates to come. You really need to do your homework and think of recruiting as a marketing campaign – who is my target market, and how can I reach them.” - SHRM 10 © 2009 IBM Corporation
    • Recruitment 2.0 – Future Trends The Past The Present Future Trends  Print, Print, Print  Internet has revolutionized the way Integrating  Newspaper Advertising we recruit Engagement Tools  Job Fairs/Event  Awareness and targeted messaging (reach Active & Passive) into your recruiting plans Recruiting  Word of Mouth  Content and visuals (blogs, videos,  Online Marketing (SEO/SEM) webcasts, etc..)  Mobile Marketing  Headhunters  Networking and researching  Gaming capabilities (Linked In, Facebook,  Interactive Videos etc…)  Blogs  Online Career Fairs  Virtual World – Second Life  Corporate career website (drive  Podcasting or Jobcasting traffic)  Social Networking e.g. Facebook.com 3I = Integration, Interactivity and Innovation LinkedIn.com 11 © 2009 IBM Corporation
    • Attract Talent From Multiple Online Channels Virtual World/Gaming Second Life Searching Engines Social Networks Google, baidu Facebook, Linkedin Sourcing Job Boards Tools 51job, Chinahr, Zhaopin ATS / CRM Alumni Recruiting Job Corporate Career Site Aggregators Instant Blogs, Industry Groups messaging E-mail & RSS Marketing Print Advertising Mobile Recruiting 12 © 2009 IBM Corporation
    • Benefits of Media Diversification  Reach passive candidates where they live on the internet – Not just where they search for jobs  Diversification = increased exposure to message  Long term strategic direction for extending brand and building pipeline  Measurable and targeted  Broad range and flexibility of advertising options – Pay Per Click (PPC) – Rich media, banners, pages, linking strategies, etc. 13 © 2009 IBM Corporation
    • agenda 1 Trends for Smart Recruitment 2 Integrated Sourcing Strategy 3 IBM Strategic Sourcing Model 4 Case Study: Social Networks 5 Case Study: SEM + SNS 6 More Recruitment 2.0 Practices 7 Expected ROI 14 © 2009 IBM Corporation
    • Integrated Sourcing Strategy - Integration, Interactivity and Innovation We believe… …your recruitment strategy must be integrated. …each element should compliment the other. …in a cohesive and consistent message. 15 © 2009 IBM Corporation
    • Talent Community Defined A Talent Community is ……  An organized group (database/website) of individuals.  Where employers can interact with current and future prospective employees.  To communicate currently active or future job opportunities.  Using enhanced and /or automated technology  Which enhances both the employers ability to find/fill opportunities with the best possible candidate.  And where candidates are aware of the best possible opportunities to maximize their careers based on their specific skills and interests. 16 © 2009 IBM Corporation
    • Who is in a talent community? Talent Community Group Prospective Past Applicants Candidates • Passive Candidates • Good Quality/ Wrong Fit • Subscribers on Career Site • Import From ATS System • Recruiter’s Contact • Increases Return (Network) Applicants Current Past Employees Employee (Alumni) • Working Within Company • Maintains Ongoing Contact • Increases Referrals to • Invites Boomerang Hires Friends • Amplifies Alumni Referrals • Enhances Internal Transfers 17 © 2009 IBM Corporation
    • Building Talent Community Job Marketing Job Boards Marketing Platform Sourcing Activities Career Site Talent Landing Page SEO/SEM/PPC Job Search Job Distribution Social Networking Apply Process E-mail/RSS Mkting Job Classifieds Talent Community Employee Referral Social Networks Past Applicant Live Chat Alumni Recruiting Candidate Mobile Recruiting Tracking ATS Dash Board RSS/Blog Jobs Join Talent Applicants Community 18 © 2009 IBM Corporation
    • Candidate Relationship Management Analysis provided by system Web and E-mail Analytics Call Center Candidates Relationship Candidates Candidates Managemen SMS Information t Events Marketing Service provided by vendor Marketing Campaigns conducted Incorporated with CPO concept through joint efforts by IBM and Vendor 19 © 2009 IBM Corporation
    • agenda 1 Trends for Smart Recruitment 2 Integrated Sourcing Strategy 3 IBM Strategic Sourcing Model 4 Case Study: Social Networks 5 Case Study: SEM + SNS 6 More Recruitment 2.0 Practices 7 Expected ROI 20 © 2009 IBM Corporation
    • IBM Strategic Sourcing Model Talent Market Insight Utilize internal MI agency to gain talent market insight for guiding sourcing strategy and programs to support IBM hyper-growth in China Talent Attraction . Talent Selection Define sourcing/branding strategy, cook creative Establish systematic assessment model/tools to sourcing programs and build up effective channels to better Identify the best candidates and deliver proactively meet hiring demands extraordinary values to clients Sourcing Scorecard City Segmentation Segment cities of prefecture to track Establish the management system level into 5 tiers, sourcing effectivenessand performance allocate sample and design assumptions. 21 © 2009 IBM Corporation
    • Talent Market Insight - Scope and Deliverables Report Structure Competitor Overview  Introduction Executive summary of major findings  – Scope and deliverables Overview of competitor’s global operations  – Core framework and models Overview of competitor’s domestic (China) operations  – Methodology Years of operation and developmental milestones  – Project approach Senior management and reporting structure to global business   Competitor Overview Organization and Business Structure  Organizational and Business Corporate organizational structure by function Y Structure Corporate organizational structure by business unit Y  General Human Resource Requirements Location information and business type Y  Personnel Skill Sets Detailed business structure by location Y  Workforce Management Practices Turnover rates, general and by function Y  Compensation and Benefits General HR Requirements  Conclusion and Discussion Overall size of workforce Y Breakdown by location and function Y Recent Turmoil and major issue updates Y Recent Changes in business structure  Current job postings / openings (analysis by function & location)  22 © 2009 IBM Corporation
    • Scope and Deliverables (cont.) Personnel Skill Sets Compensation and Benefits Assessment of ‘Hot’ IT Skills (by location and initiatives)  Salary and compensation, experienced employees  Assessment of the current skill profile of the company  Salary and compensation, interns and recent graduates  Language Requirements (other than English)  Benefits packages, bonuses, and rewards  English language requirements (how to test)  Recruitment costs  Difficulties when expanding the workforce (examples & analysis)  Evolution of labor costs  Projections for future salary costs  Workforce Management Practices Conclusion and Discussion Recruitment procedures and processes  Recruitment channels (types, names, contribution types)  Major findings  Headhunters, agencies and universities  Conclusions and recommendations  The recruitment cycle and interview process  Next Steps  Difficulties encountered during recruitment  Contracts with employees  Contracts with agents and headhunters  Typical compensation packages  23 © 2009 IBM Corporation
    • How MI guides sourcing channel strategy Xi’an Talent M arket Overview Xi’an Experienced Talent Mapping (2007) High Channel Skill matching Pool level Local small SI/ Pipeline Number MNCs High ≤150 channel BP&SI High ≤500 R&/D SOEs/Clients Medium ≤100 Institutions Institutions Medium ≤500 SOEs/ BPs/SI MNCs  Local SI/Channel Low ≤3000 Clients Low Low Skill-sets Matching High Talent Supply Sourcing Strategy  Most of MNC IT providers, i.e. HP, Cisco, Dell, EMC  Talent Mapping & Social Recruitment – conduct etc. have office or local workforce in Xi’an with very talent mapping & social networking recruitment limited talent size, most have less than 40 people  Build Local HR Sourcing Capabilities  IBM equivalent MNCs sales workforce are less than  Localize Your Sourcing Channels – special 150 people; employee referral bonus program, local newspapers,  local big BP & SI have fairly large, estimated 500, IBM local niche portals, walk-in job fairs equivalent sales talent pool, however less than 10% of  Agency Partnership – form strong partnership with the pipeline can meet IBM hiring criteria; local vendors  Due to the niche talent pool, most peer sales or client rep. get well known to each other  Talent Mobility from 1st tier cities & other locations - both internal & external 24 © 2009 IBM Corporation
    • agenda 1 Trends for Smart Recruitment 2 Integrated Sourcing Strategy 3 IBM Strategic Sourcing Model 4 Case Study: Social Networks 5 Case Study: SEM + SNS 6 More Recruitment 2.0 Practices 7 Expected ROI 25 © 2009 IBM Corporation
    • Case Study: Social Networks - Linkedin The largest professional network Top 10 Industries on LinkedIn • Collecting and connecting important professional (by membership) contacts online 1. Information Technology & Services • Users promote themselves and their achievements 2. Computer Software • Gaining access to new people (sales leads, career 24.65% 3. Financial Services opportunities, etc.) 4. Marketing & Advertising • 12-25 minutes avg. length of time per session 5. Real Estate 6. Hospital & Health Care LinkedIn Members by Region (%) 7. Telecommunications (LinkedIn data as of Oct. 2008) 8. Education Management 9. Accounting 10. Banking North American Europe Asia One of the fastest growing networks Latin American • 384% growth in unique visitors from March 07 – Australasia March 08 (ComScore) Africa • 22 million registered users Middle East • 133 countries and 150 industries Other • Over 1 million people join each month • China is the No.1 fast growing region of LinkedIn’s membership (Nov, 2008) 26 © 2009 IBM Corporation
    • Keys to an Integrated Strategy How does social media relate to other strategies? Web Strategy Having a solid website is the foundation. It should be the baseline where customers get their news about the company and products. Internet Marketing Strategy Outreach with traditional affiliate networks, advertising, PPC, search, press and media online. Social Media Strategy Leveraging relationships and networks. The power of networks, raw and open feedback, existing social network tools that people use. 27 © 2009 IBM Corporation
    • LinkedIn Talent Direct - InMails  Linkedin Talent Direct Inmails are an excellent way to reach a narrow pool of candidates and ensure that company’s message reaches the most qualified candidates ensuring that we get the best return on investment possible.  Talent Direct emails are sent to the inbox of a targeted set of LinkedIn users. This group is narrowed down based on Linkedin user date and can be targeted by specific industry, job function, company size, or geography.  The Talent Direct Message remains in the user’s Inbox section (above the fold) until an action is taken (user clicks or clears). You only pay if the user actually opens the message, further ensuring that you will receive a high return on your advertising investment.  The Talent Direct Message can link directly to company career site. 28 © 2009 IBM Corporation
    • LinkedIn Talent Direct – InMails Target Audience Cost: $10,000 USD Member Types • Targeted InMails to 3,750 professionals SAP Consultants Marketing Professionals (opened inmail count) Sales Professionals • In-demand technology Research and Development Location: China Total Count: 23,300 Competitor Count: HP- 1015 EMC-285 SUN-794 Dell-911 Cisco-520 Symantec-209 Microsoft-1508 Oracle (BEA)- 949 Accenture-880 BearingPoint-337 Infosys-115 TCS-56 Wipro-32 Lenovo-503 NCR-147 Digital China-63 EDS-110 29 © 2009 IBM Corporation
    • agenda 1 Trends for Smart Recruitment 2 Integrated Sourcing Strategy 3 IBM Strategic Sourcing Model 4 Case Study: Social Networks 5 Case Study: SEM + SNS 6 More Recruitment 2.0 Practices 7 Expected ROI 30 © 2009 IBM Corporation
    • Search is a Highly Effective Hiring Tool Search engine marketing ranks on a par with recruitment sites overall – and ahead of executive, college, regional and diversity recruitment sites - as an effective hiring source. Employee referral programs Effectiveness Rating by Recruiters 6% Decline in job site 4.0 Recruitment sites overall 3.3 effectiveness since Niche recruitment sites 3.4 2006 41% National recruitment sites 3.2 Executive recruitment sites 2.7 College recruitment sites 2.6 Regional recruitment sitse 2.5 of recruiters plan to Diversity recruitment sites 2.2 increase spending for Search engine marketing 3.0 search engine marketing Social networking sites 2.6 in 2008 Career fairs 2.5 Newspapers 2.2 0 1 2 3 4 5 Source: Classified Intelligence, February 2008. 31 © 2009 IBM Corporation
    • Microsoft SEM Practice – Key Words Optimization Keywords: 20-30 tech-related keywords, click to switch to career site at Microsoft :  SEM at Google.com and Baidu.com  Key words: wpf, windowsce, symbian, soap, qoe, multithread, directX, ajax, ado, adbot,….. 32 © 2009 IBM Corporation
    • Microsoft SEM Practice – Career Site 33 © 2009 IBM Corporation
    • agenda 1 Trends for Smart Recruitment 2 Integrated Sourcing Strategy 3 IBM Strategic Sourcing Model 4 Case Study: Social Networks 5 Case Study: SEM + SNS 6 More Recruitment 2.0 Practices 7 Expected ROI 34 © 2009 IBM Corporation
    • TMP’s “Work With Me” Facebook Application ‣ Employee referral and job broadcasting application powered by the Facebook platform ‣ Employees encouraged to download or integrate into ERP to amplify passive candidate reach ‣ Companies can push jobs to employees’ Social Network profile, drive applicants, and collect metrics ‣ Excellent way to reach passive candidates 35 © 2009 IBM Corporation
    • Blogging http://blogs.MSDN.com/jobsblog RSS aggregator Registered directly from the career blog site. RSS content feature ideas: ‣Career opportunities relevant to the user’s profile ‣Calendar of events ‣Employee Biographies/ Testimonials ‣Company news ‣Innovations and insights ‣Employee blogs ‣More … 36 © 2009 IBM Corporation
    • Mobile Marketing - Employee Referral Program Concept Utilize SMS and WAP as a way to drive employee referrals. Overview Employee sees ERP marketing campaign that asks them to refer their friends by texting a message telling them to click on a mobile WAP link When friend clicks on WAP it will take them to a WAP enabled ERP site that talks about the categories of jobs available. The friend then submits their email address and a more formal job description is sent to them with details on how to apply. If friend doesn’t have WAP they can access job content via SMS. 37 © 2009 IBM Corporation
    • Virtual Job Fair 60,586 - unique visitors to NiW site. 1,876 - job seekers registered. 1,160 - job seekers requested interviews. 310 - job seekers accepted for interviews. 218 - job seekers interviewed. 741 - job seekers left contact information for employers during the registration process. 38 © 2009 IBM Corporation
    • agenda 1 Trends for Smart Recruitment 2 Integrated Sourcing Strategy 3 IBM Strategic Sourcing Model 4 Case Study: Social Networks 5 Case Study: SEM + SNS 6 More Recruitment 2.0 Practices 7 Expected ROI 39 © 2009 IBM Corporation
    • Expected ROI Will I see the same results I see from the job boards? – New Media typically will not deliver the same volume of candidates, but will reach a targeted, qualified candidate pool. – By its nature, New Media reaches a passive audience where they spend time online; not necessarily where they search for a job online. – Most New Media strategies are long-term. It takes time to build awareness and realize the full potential of the campaign. – Use New Media to extend reach of employment brand and build pipeline. What is expected ROI? – Reach most qualified applicants for long term brand impact. – Increased brand recognition within passive audience. – Positive perception of being an early adopter and innovator. – More frequent exposure to employment brand when part of integrated strategy. – Control your own budget spending on target candidates. 40 © 2009 IBM Corporation
    • Be a Recruitment Marketing Expert Branding Sourcing and Creative Employer Branding/ OnlineStrategyMedia Plans & Offline Research Search Engine Marketing Campaign Development Web Development Targeted Messaging Relationship Marketing Online Creative Strategy Employee Referral Programs Hiring Retention & Employee Events Engagement Online Resume Mining Internal Communications Talent Market and Sector Expertise Diversity & Inclusion Competency Student Communications Reporting and Implementation Analysis Media Placement Campaign Management Job Posting Metrics Job Distribution Website Analytics Advertising Design Search Engine Optimization Email Distribution ATS Data Integration Search Engine Management Surveys/Research Campaign Optimization Metrics reporting Geographic Coverage System Development Project Management 41 © 2009 IBM Corporation
    • For more information Please contact me directly at: [13911277586] [chencw@cn.ibm.com ] or visit my blog: http://blog.pincn.com 42 © 2009 IBM Corporation
    • 43 © 2009 IBM Corporation