Talent retention Strategies by IBM

1. Talent Engagement
& Retention Strategies
Yogeswaran Govindarajah
Workforce Management & Learning
Global Delivery Center
© 2015 IBM Corporation

2. • Transformed retail.
• Big change requires big talent
• Growth drives new jobs
• Luxurious work environment
• In a hyper-competitive market
• Young Job – existed since 1998
Fortune 500 Highest
Employee Turnover
(www.ibtimes.com, 26 Jul ‘13)
(www.businessinsider.com, 25 Jul ‘13)
(www.bloombergview.com, 29 Jul ‘13)

4. Silent
Generation
Age: Older than 68
Baby
Boomers
Age: 50 - 68
Gen X
Age: 33 – 49
Gen Y / Millennials
Age: 18 – 32
Gen Y / Millennials
Age: 18 – 32
Understanding Patterns, grouping people by generations
Retention is to understand the generation

5. Managing different age groups with
different expectations has become a
major challenge for businesses today.
Gen Y mantra –
Always connected. Always mobile.
Reputation for being tech savvy with
short attention spans.
Malaysia: % employed person by age & sex
https://www.statistics.gov.my

6. 6

7. How
are
they
wired?

8. “ I want my business to be
more society centric / caring ”
• 73% believe that business are
having positive impact
• 75% believes that business are
focused on their own agenda rather
than society www.deloitte.com/MillennialSurvey
Then Now
Shy to hug parents
Shy to say ‘I Love U’
Displays Affection
(Caring)
Home to Work
Work to Home
Active Social Life
(Society)
Find own
transportation
Parents chauffeur
(Caring)
Long way to fame Instant You Tube
Fame (Society)
Award for winning Participation
Recognition (Caring)

9. “ I want to make an impact to
the right sense of purpose “
• Generating Jobs
• Improving Society
• Drive Innovation
• Enable Progress
www.deloitte.com/MillennialSurvey
Then Now
Trusts Regardless Value genuine
people and leaders
Follows what the
leader says
Questions the
motive behind
Addressing what’s
needed now
Seeing the bigger
picture
Wait for
announcements
Constant
Communication
Pursuit of Profit Profits via innovative
products / approach

10. “ I want leaders to focus on
people and not just on profit &
personal reward ”
• Employee Well-Being
• Employee Growth & Development
• Improve Skills of Workforce
www.deloitte.com/MillennialSurvey
Then Now
Work 15 hours
straight
Work and Fun
combined
Recognized for big
achievements
Tap on the back for
every task
Daily Robotic
Routine
Aspire to build
something
Traditional /
Inward Looking
Break Barriers /
New Ideas
Technical Skills
preferred
Soft Skills preferred

11. “ I want to be a Leader “
• 59% Men & 47% Women hope to
become a leader within their current
organization
• 27% Men & 21% Women rated their
leadership skills as strong
www.deloitte.com/MillennialSurvey
Then Now
I will wait till my
manager retires
I have a degree,
when do I take over?
Promotion after
many years
Instant Gratification
Experience over
Qualification
Qualification over
Experience
Gender Biasness Gender Equality
Gave Loyalty Expect Loyalty

12. “ I want to go
my own way “
• 70% of Millennials see themselves
rejecting traditional business and
working independently
www.deloitte.com/MillennialSurvey
Then Now
Aim for large
organizations
Self Employment /
Entrepreneurship
Standard Process &
Procedure
Creativity Burst /
Progressive Work
Step by Step in
completing tasks
Multitasking with
multiple tasks
See the bosses as
role models
Instagram, Selfie,
Facebook - Myself
Limited Choices Sky’s the Limit

15. Engage
Them!

16. How do we ensure the IBMer experience is as DIFFERENTIATED and
CONSISTENT as the client experience we are seeking to shape?

17. Performance
Foundation
Employee Commitment
Employee Engagement
Development and Enrichment
High Performance Culture
Differentiated Benefits
Opportunities
Work Life Integration
Workplace Safety
Employee Health Programs
Talent Management and Learning
Talent Management and Learning
Leadership Pipeline
Career Path
Surveys and Analytics
Rewards and Engagement
Community Commitment
IBM Values
We listen to our employees
Diversity and Inclusion
Employee support
HR Strategy
Employee
Experience

18. INTEGRATED LEARNING PLANS SOCIAL NETWORKING
• Soon 2 B Blue Community and Pre-
employment web site
• 32K ANOBs worldwide
• 1/3 attrition rate vs non-participants
Royal Blue Ambassador provides:
• Targeted high touch support
• New Hire contact point (30 days)
• Recommended and personalized
new hire learning for first 2 years New2Blue - managed peer to
peer community for new hires
with hosted events
ONBOARDING /
INITIAL ORIENTATION NEW HIRE EVENTS
•Annual Global Virtual Conference for new hires
•Deeper Insight event
• 87% increased their ability to leverage IBM’s social
business strategy
• 81% now able to live the Practices
Accepted/Initial Welcome
First 30 days
Personalized site that consolidates all relevant
onboarding assets needed (includes BU specific)
• Initial face to face welcome to IBM
• Ginni welcome video
• Understanding IBM, IBM Values
and Practices, what it means to be
an IBMer, collaborating and
developing yourself
Pre-boarding 30 days … 2 years
Pre-Hire Community High Touch Support*
NEW EMPLOYEE PORTAL
Selection On boarding

19. • Identify top talents and engage
them thru stretch assignments for
greater exposure.
• Job rotation and additional
responsibility for added learning.
Top Talent Engagement
• Groom and develop potential
leaders through leadership
programs / mentoring / Job
Shadowing
• Advancement of Women in
Leadership / Technology
• Equal opportunity for PWD
• Generational Diversity
• Cultural Awareness
• Work Life Balance
Leadership Development Healthy Diversity
Employee Engagement
• Propagate the climate and culture that would strongly demonstrate the values
and behaviors for an integrated organization.
• Enabling employees to identify with and understand how their role and
performance contribute to the greater goal of the organization.

20. • Alignment based on capability /
competency for better growth and
progression.
• Clear expectations target
communication.
Right Management System
• Open Door policy so that there is
no hierarchical divide
• Social club to build a family like
bonding among colleagues.
• Juniors are pre-mapped to higher
roles and groomed to move up the
ranks and similar exercise for
middle management
Organizational Climate Cascade Program
• Regular analysis on market trend to
determine if salary offering is
competitive.
• Minimum twice yearly review based
on market performance.
• Internal portal for listing of all the
available roles for internal rotation.
• Internal career fair so that
employees are aware what’s
available and suitable for them.
• Pairing with senior members of the
team so that they get 1 to 1
personal guidance and support.
• Someone to turn to for any work
related advise.
Compensation Adjustment Availability of Open Jobs Buddy System

21. • EWS helps us identify potential
attrition cases and prioritize
mitigation efforts
• Able to take counter measures in
case of required retention.
Early Warning System
• Facilitates managers “connect” with
employees.
• Is aware of own performance Vs
expectations
• Account / Department Level
Resource Planning
• Identifies critical resources at risk
1-on-1 Employee Risk Profiling
• A culture of reward and recognition
translates into increased
productivity increased employee
morale
• Someone to look over the mentee.
• An experienced friend to help in
any situation whatsoever.
• Bonus to lock them in for a certain
period of time.
• A way of assuring that they are
important to the organization
Rewards Recognition Mentoring Coaching Retention Bonus

22. One Purpose
Since our founding, IBMers
have been guided by an
enduring Purpose. It’s the
“why” of IBM. It’s the impact
we aim to make on our clients,
the world and each other. It’s
what we aspire to every day,
as we have for the last 100
years.
It is to be essential.
Three Values Nine Practices
Our Practices define how we behave—
what our Values look like in action
IBM