IBM has a long history in the information technology industry dating back over a century. It is focused on developing innovative solutions through initiatives like Smart Planet. As the company expands its presence in Africa, it faces both opportunities and challenges in managing talent. IBM invests heavily in training and skills development programs for employees. It strives to maintain a collaborative, diverse culture as a globally integrated organization.

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The business
IBM’s history stretches back to 1911, when
it was incorporated as the Computing-
Tabulating-Recording Company (C-T-R) in the
state of New York. However, its origins can be
traced back even later, to the close of the 19th
century, when Dr Alexander Dey invented the
first dial recorder. Dey’s business became one
of the building blocks of C-T-R. His hunger for
innovation is still reflected in the company’s
reputation for outstanding conceptualisation,
realised through the manufacture of forward-
thinking technologies.
IBM’s major focus going forward is ‘Smart
Planet’: systems and solutions designed to
improve almost every aspect of our lives,
from medical and healthcare to traffic and
environment. This project forms the core of the
company’s activities and directs its ethos.
Talent management
and development
Catherine Smith, Director of HR for IBM
Middle East and Africa, comments that IBM
has embarked on an exciting growth journey in
sub-SaharanAfrica.‘In2008werecognisedthat
the market was changing, and that we needed
to change with it,’ she explains. This catalysed
a restructuring so that the company would be
able to respond appropriately to the needs of a
developing, rather than mature, market. Part of
this exercise entailed the establishment of new
entities throughout Africa: during 2009, IBM
extended its presence to Nigeria and Kenya,
while the focus for this year is Ghana, Angola,
Senegal and Tanzania.
Naturally, this has implications for the
company’s talent base: ‘On the one hand,
there is a major thrust around recruitment and
finding the best skills in sub-Saharan Africa;
but we’re also capitalising on our existing skills
base,’ notes Smith.
Two initiatives stand out in this regard: For
the sales force, IBM has introduced Sales
Eminence; a ‘T-shaped’ programme which
develops the selling competency of sales staff
while helping them develop expertise and
competency in another core area.
Career Smart addresses the development
needs of non-sales staff. This framework is
designed to audit employee skills; identify
skills gaps, and suggest the solutions required
to fill those gaps. ‘This is driven by personal
ambitions as well as organisational objectives,’
says Smith.
She adds that the individual personal
Introduction
IBM is a pioneer in the information technology industry: preparing to celebrate its centenary
anniversary next year, the company’s impressive heritage is matched by an unrelenting focus on
producing innovative IT and software solutions to meet modern business needs.
Biggest plus
Having withstood some tough challenges, IBM has amassed important learnings on what it takes
to remain relevant. Reviewing and implementing these lessons on a continual basis has created
an enviable resilience.
Biggest challenge
Maintaining relevance thrusts the issue of skills into the spotlight: not only must IBM seek new
talent in order to keep pace with evolving business demand; talent already within the organisation
must be nurtured to ensure it, too, remains abreast of developments.
Facts and figures
Total number of staff employed: 1 891
Industry sector: Information technology
Black employees: 51%
Previously disadvantaged individuals in management: 47%
Female employees: 30%
Women executive (senior) management: 22%
Employee Assistance Programmes: IBM’s medical centre and HIV awareness programmes are
open to all employees.
IBM South Africa
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Telephone: +27 (11) 302 9111
Website: www.ibm.com/za
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‘Our Global Opportunity
Marketplace (GOM) recruitment
programme ensures that all
vacancies are advertised across
the entire organisation, so you
can find a position within IBM in
any country you like.’
Catherine Smith
HR Director for IBM Middle East and Africa
development plans which were in place prior
to 2009, and which supported the annual
Personal Business Commitments (similar
to performance appraisals) have now been
incorporated within the Sales Eminence and
Career Smart programmes in an effort to
simplify and streamline processes.
In certain areas, IBM has been unable to
source the requisite skills in sufficient volumes
to meet its growing needs. The company’s
Global Enablement programme has proved
an invaluable source of international skills; and
points to the advantages of functioning as a
globally integrated community. Importantly,
there has been significant emphasis on the
transfer of these skills, especially in leadership
and technical areas, which contributes to local
sustainability.
IBM is continuing its emphasis on graduate
skills, but there is now a much stronger focus
on helping graduates make the transition from
university to the corporate world. This is the task
of the three-month Flight Academy programme.
Technical Tracks provides additional training for
those entering technical fields. Smith reports
that this system is soon to be replicated in
Nigeria and Kenya.
In line with the company’s dedication to
development, the Dashboard; an initiative
led by senior executives to encourage skills
transfer to top talent through job shadowing,
mentoring or executive interviews. Managers are also included in the company’s
extensive development matrix. During the
past year, each manager attended a two-day
Management Institute, where a variety of
pertinent topics were workshopped.
In addition to face-to-face learning and
classroom engagements, IBM undertakes
virtual learning (which has proved particularly
successful as an induction tool for Kenya-based
staff), and offers an extensive online university.
Salaries, rewards and benefits
IBM’s remuneration philosophy centres on
payment for performance. The organisation
strives to remain in line with market trends,
and undergoes annual salary benchmarking
surveys. ‘We aim to pay at the market mid-
point,’ Smith explains.
The organisation offers a total cost-to-
company package, which includes medical aid
and retirement fund. A scholarship program­
me is available for employees’ children; and
the company boasts an onsite health centre
staffed by a registered nurse and visiting
doctors, which is accredited to prescribe
certain medications and conduct health
checks. A stress-management and counselling
programme is also in place, with a massage
therapist visiting the premises twice monthly.
IBM actively promotes work/life integration
with systems, policies and technology that
assist flexible working conditions.
Black economic empowerment
IBM has been ranked a Level 4 contributor by
the National Empowerment Rating Agency,
with strong recognition for its efforts in the
area of skills development. The aim now,
according to Ntsoaki Mabaso, the recently
appointed HR Diversity Lead who is tasked
with driving employment equity, is to improve
on this ranking. Transformation is overseen by
the Government Relations and BEE team, and
the organisation has now partnered with BEE
SA to ‘take a giant leap forward’, says Smith.
She adds that as a multinational, IBM qualifies
for equity equivalency.
Responsible citizenship
IBM’s approach to corporate citizenship is to
encourage employees to invest their skills and
time in worthwhile causes, rather than make
once-off donations. The Global Citizen project
is a case in point: introduced last year, the
programme allows employees to take a paid
month’s leave to lend their skills to IBM CSI
undertakings anywhere in the world; a massive
opportunity which allows them to network with
other IBMers simultaneously.
Employees are encouraged to give of their
‘IBMers are the company’s most valued assets.
Our company continues to invest significantly
in the training and skills development of our
people for the benefit of our company and the
economies in the sub-Saharan Africa region. For
this work, IBM has been recognised for the past
five consecutive years as the winner of Forge
Ahead’s ICT Achievers’ Awards Top Workplace
Provider category.’
Oliver Fortuin
General Manager of
IBM sub-Saharan Africa
160 BEST EMPLOYERS™ SOUTH AFRICA 2010/11
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3. This is an organisation that
prides itself on its global
orientation, and employees
must be able to adapt to this
diverse culture.
time through On Demand Community, and for
every 40 hours volunteered over a five-month
period, individuals are granted IT equipment or
cash for the benefit of their chosen cause.
The company maintains a strong focus on
education, with key projects including IBM
Saturday School as well as Kidsmart and the
Reading Companion. Exploring Careers in
Technology and Engineering (EXCITE) is an
initiative which introduces female learners to
the possibilities of a career in science.
IBM’s environmental efforts are informed
by its Smart Planet initiative, which seeks to
use technology to find solutions to global
problems.
International stance
IBM enjoys a presence in more than 130
countries, and employs over 400 000 people
worldwide. Smith reiterates that IBM is a
globally integrated culture, so no matter
where in the world your office is located,
you have access to a team of international
experts. ‘Our Global Opportunity Marketplace
(GOM) recruitment programme ensures that
all vacancies are advertised across the entire
organisation, so you can find a position within
IBM in any country you like,’ Smith says. The
organisation offers assistance with country
conversions for those who choose to relocate.
The future
According to Smith, IBM will continue its
growth trajectory into Africa.
The people
GOM is the company’s primary recruitment
tool; although an Employee Referral Bonus
Scheme is also in place. Direct sourcing means
that eager candidates are able to approach the
company without addressing a third party first.
IBM South Africa has four dedicated recruiters
to help locate the best skills.
Smith is proud of the more innovative
avenues the company utilises, too: for instance,
it recently took part in a virtual job fair. It also
makes extensive use of job boards.
These methods are geared to finding people
who ‘are looking to work for the future’, and
who wish to be the best in whatever their field.
‘Our staffers need to be hungry to make a
difference,’ Smith states.
She reports that IBM’s managers form
an important interface with employees. A
number of mechanisms are in place to help the
company gauge employee feeling, including
the monthly Climate Tool and the Pulse and
Values Surveys. ‘Our findings help us identify
issues and address them swiftly,’ says Smith.
While IBM encourages resolution of issues
between employees and the management
line, staffers are able to lodge their complaints
through the Open Door programme.
Employee relationships are fostered through
initiatives like the IBM Club; an entertainment
committee which leverages buying power
to obtain discounted tickets for theatre and
other events, and which also hosts golf and
hiking teams. Moreover, a number of diversity
network groups representing special interest
groups meet to support, network and mentor.
These include GLBT (gay, lesbian, bisexual and
transgender); Women in Technology; Women in
Blue (a group fostering women’s development
in the workplace); cultural diversity and People
with Disabilities.
Company culture and style
This is an organisation that prides itself on its
global orientation, and employees must be
able to adapt to this diverse culture. ‘We’re
about finding solutions, making things better
and moving forward,’ says Smith.
‘It’s an extremely collaborative environment;
everyone here is willing to help,’ Sewpersad
concludes.
‘IBM has provided me with an arena for personal
development and growth and the opportunity
to network with the most supreme people. I
enjoy the flexibility, worldwide diversity and
opportunity to work for a company that makes
a genuine contribution towards the needs
of society.’
Nina Stein
HR Workforce
Management Support
162 BEST EMPLOYERS™ SOUTH AFRICA 2010/11
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