IBM Workforce Diversity

© 2005 IBM Corporation

Managing Diversity in Latin AmericaSumaq Summit 2005

Federico CastellanosVP Human ResourcesIBM Corporation

LA Diversity Strategy

© 2005 IBM CorporationPresentation Title | Presentation Subtitle | Confidential

Why Diversity in LA?A Business Imperative

To ensure we work together to attract, develop and retain the best talent in our markets

To reinforce the linkage between the workplace and marketplace through our initiatives

To mirror our markets & society

To position IBM as market leader in our region



IBM Latin America

MEXICO

BRAZIL

SSA: 9 COUNTRIES

3 LANGUAGES:Spanish PortugueseEnglish



The IBM Global Workforce Diversity Imperatives

Latin America countries specific:culture, social environment, demographics,marketplace practices

Local Labor Law requirements

Local Government Priorities

In Latin America, our Diversity Strategy is Based On



WOMEN GLBT PEOPLE WITH DISABILITY AFRICAN BRAZILIANS (Only in Brazil)

Our Constituencies



Managers: understand, support, walk the talk Executives : sponsor Initiatives and always link them to the business Communication Team: support every Initiative though clear communications campaigns, Internally and externally .

Learning : support the Initiatives, through aligned training programs for managers and employees

Diversity Network Groups: Employee Networks from specific constituencies which role is to identify career advancement barriers and propose to the senior management team new Initiatives to minimize them. They are official groups, can make use of the company resources and act as an effective channel to listen to employees and propose solutions to advance.

Diversity Councils: composed of senior managers / executives. Act as sponsors of the Initiatives proposed by the DNG's , assess expected results and it's linkage to the business, define priorities, assign resources.

Key players to succeed in the strategy:



Cultural Awareness / AcceptanceEthnic MinoritiesMulti-LingualismIndividual Differences

Advancement of Women

Work / Life Balance CultureFlexibility Dependent Care

Integration of People with Disabilities & Gay, Lesbian, Bisexual, Transgender

Employees Into the Workplace and Marketplace

Diversity of Leadership Team

Global Marketplace

Global Workforce Diversity Imperatives



Global Marketplace

Key ActionsSuppliers & BP's: Increase diversity focus/spend; Continue to drive our commitment to diverse suppliers by selling to a diverse customer base, through diverse channels, and purchasing from a diverse supplier base (e.g., Women Owned Businesses, minorities, People with Disabilities, GLBT)

Customers: Work with key customers to help them promote Diversity in their own companies.

Government: Work with our governments to influence Diversity Initiatives in our countries and to promote equal opportunity.

Talent: Attract, motivate, and retain the best talent in the industry with a focus on Diversity , by:

working with the Universities promoting Diversity in our recruitment events

Aligning our hiring strategy with Diversity Initiatives

View every citizen in every country as a potential customer and be able to communicate with a diverse population



Advancement of Women

Continuously feed women pipeline Women's Leadership ConferencesMentoring ProgramsFocus on pipeline to ensure good representation in key Talent development programs

Promote networking, internally & externallyPromote a Regional Women's CouncilParticipate in external women councils & networks, share and learn best practices

Identify country specific barriers though Diversity Network groups and define specific plans to minimize them

Continue to improve the representation of women, across the organization but specially in leadership positions .



Diversity of The Leadership team

Key ActionsMeasure representation of minorities in leadership positions compared with representation in total population

Define specific action plans for under-represented groups by country

Strengthen your leaders' pipeline with diverse representation

Ensure mentors and meaningful development plans are in place and completed for diverse high potential employees

Conduct roundtables with Executives for high potential, diverse employees

Focus on Diverse employees representation in Leadership development programs. ( Leading @ IBM)

Improve Diversity of management team by having better representation of minority groups.



Cultural Awareness and acceptance

Key ActionsIncrease cultural awareness by incorporating training materials as part of Management Development and New Employee Training

Reinforce an environment that respects and values differences and maximizes business relationships in constituency markets by promoting an understanding of Diversity Network Groups:

WomenGLBTPeople with DisabilitiesAfro Brazilian

Ensure all business activities such as hiring, training, promotion, transfers, compensation, separations, and IBM sponsored social and recreational activities are conducted without regard to race, color, religion, gender, gender identity or expression, sexual orientation, national origin, disability, or age.

Ensure a working environment that is free of all forms of harassmentTraining program: "Shades of Blue"

Increase cultural acceptance and value differences to build a stronger IBM team



Work / Life balance & FlexibilityEmbrace, promote, support workplace flexibility and dependent care initiatives to increase the benefits to IBM and to employees

Key ActionsGlobal Work LIfe Fund projects focus on:

Child careElder CareHomework supportBack up careSummer camps

Flexible Work Options:Compress work weekPart TimeLeave of AbsenceIndividual Work ScheduleTelecommuting Work at homepost natal for men

Work /Life balance survey conducted every 4 years to gather input and design initiatives for identified issues

Promote a Flexibly CULTURE through Management training & Communication campaign to improve awareness.



Communications



Approach is Evolution not Revolution Promote Diversity at the workplace and at the same time, be sensitive and respect local social & cultural values

Diversity initiatives should always be aligned to region / country objectives, policies, laws and business strategies

Active participation of Country executive sponsors DNG's playing a very Proactive role HR as a facilitator, advisors and promoter of Diversity Programs Promote the appropriate CLIMATE to embrace Diversity Initiatives through a solid communication strategy across LA

Critical Success Factors to Manage Diversity in LA



Always keep in mind: Diversity is a Business Imperative NOT an HR program

First: Understand your demographics / Constituencies in the country and within the company

Design Initiatives that "make sense" to the business and to your population, do not try to replicate exactly what other geo's do

When introducing new projects, try to pilot them first in one or two countries

Always maintain your management team informed about new Initiatives and Why the company wants to peruse them

Involve your senior executive team though a diversity council

Some advice to share

Valuing Diversity: An Ongoing Commitment



Latin America Diversity Recognitions

March 2005IBM Brazil received "Camelia of Freedom" award from "Center of Coordination of Marginalized Populations", in recognition of IBM's effective actions to develop the black population.

March 2005 For the second time, IBM Mexico was awarded with "Diversity Best Practices in the Marketplace" by Great Place to Work Institute. First recognition was awarded in 2003.



Latin America Diversity RecognitionsDecember 2004IBM in Perú listed among the best 25 companies of Peru to work for, according to Great Place to Work Institute Perú and El Comercio annual labor climate study.

November 2004IBM Mexico was awarded on behalf of Concamin, for the 2nd time, with the Ethics and Values Award in the industry recognizing its practices and management based on values, and its human resources programs related to Diversity.

October 2004IBM Argentina was chosen as one of the best companies to work for in the country (number 3 top employer) in the survey held by Argentina's "Apertura Magazine" , the top business publication.

September 2004Brazil's "InfoExame magazine / Você SA magazine," names IBM as one of the 150 best companies to work for in Brazil.




September 2004Brazil's "Ethos Institute," (a well-known ethics institute) names IBM as one of the 10 best companies that encourage women to work in Brazil.

July 2004Cecilia Perez, Minister for Sernam, which is the Secretariat for Women's Ministry, publicly recognizes IBM as an example for Family Shared Responsibility during the press announcement for the Post Natal for Men program in IBMChile; a national breakthrough story.

June 2004CCR (Corporate Community Relations) received a homage from the USAID for its effort in promoting basic education in Brazil.




November 2003Afrobras invited Theo Fletcher to receive the AfroBrazilian Civic Honorary Medal (most important recognition in Brazil for diversity initiatives for Black people) - first-time award received by Theo Fletcher, Vice-president, Global Procurement Operations

May 2003Chile's Ya magazine, names IBM one of the five best companies for working mothers (first-time award accepted by Luis Siles, CGM)

April 2003"Expansion Magazine" and the Great Place to Work Institute name IBM as one of the best companies to work for in Mexico and IBM Mexico is the only company to receive a special award for its diversity programs (first-time award received by Angelica Galve, HR executive)

March 2003Brazil's "InfoExame," names IBM one of the top IT companies to work for in Brazil (first-time award was published in magazine)

IBM Workforce Diversity

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