Case Studies I IBM

IBM A history of inclusiveness

Company information IBM is a globally integrated enterprise operating in over 170 countries. Today IBM UK has around 20,000 employees, bringing innovative solutions to a diverse client base to help solve some of their toughest business challenges. In addition to being the world’s largest IT and consulting services company, IBM is a global business and technology leader, innovating in research and development to shape the future of society at large. IBM’s prized research, development and technical talent around the world partner with governments, corporations, thinkers and doers on ground breaking real world problems to help make the world work better and build a .

Diversity and inclusion themes

Leadership

Diversity as a business imperative

Flexible working

Using role models

Transparent career progression

Building staff networks

Find out more g

IBM Innovators.

84 Royal Academy of Engineering Diversity and inclusion toolkit

IBM inventor IBM Fellows 2015 Introduction Stacy Hobson. John and Donna. Toolkit

IBM CEO . Case studies Appendices

85 Case Studies I IBM Reasons for diversity and inclusion focus within IBM

IBM operates in a global Increased workforce marketplace: we must position effectiveness: we are more ourselves to communicate with and than 400,000 employees in 170 market to a diverse population, and countries, and growing. Our people if we want to succeed in developing represent every part of the human Background, and maintaining long-lasting family and must work across relationships with our clients we almost every conceivable human aims and not only have to understand their difference; most of us work virtually culture but also to integrate it in our with colleagues we’ve never relationship style. met. Regardless of our cultural objectives differences, our mission is to provide services and products that IBM’s culture of inclusiveness match or even anticipate the needs of our client. dates back to the early twentieth century and continues today. Virginia Rometty, IBM’s Chairman, Diversity and inclusion are important to President and Chief Executive IBM for the following reasons: Officer sets out its current organisational diversity vision as follows: “IBM thinks about diversity the Global competition for talent: Making diversity our our mission is to distinguish advantage: we need diverse way we think about innovation ourselves by creating an inspiring perspectives and talent to — both are essential to the environment in which people can ensure and enhance creativity authentically be themselves and and innovation. success of our business. can fully express their potential. In When we innovate, technology other words we must position IBM becomes smarter for clients as the employer of choice for all the generations willing to come and and creates new opportunities work with us. for growth. When we incorporate diversity into our business, we create better innovations and outcomes. IBM Within IBM, diversity has been divided into six different areas. has embraced diversity, and it gives opportunities for IBMers and our clients to achieve their Gender: IBM LGBT (Lesbian, Cross- recognises that Gay, Bisexual and generational: full potential.” Transsexual): Employee women and men Ensuring that engagement, bring different all LGBT IBMers collaboration, skills and strengths are treated fairly career paths to the work and equitably and knowledge environment. worldwide. management.

People with Work-life Ethnicity/ disabilities: IBM’s integration: cultural IBM's work/life adaptability: A focus on disability programmes help more culturally strives to eliminate employees better diverse workforce disadvantage and integrate work, initiates greater provide support to family, education innovation and is employees with and personal necessary to serve disabilities. responsibilities. an increasingly complex and global market.

86 Royal Academy of Engineering Diversity and inclusion toolkit Introduction

Specific initiatives While the programme is still sponsored Example of inclusive policies benefiting employee health Attracting women into the IT industry by the WLC, leadership now resides with IBM runs a number of programmes to the UK foundation manager who has 10 responsibility for the overall orientation, 8.5 attract females to a career in the IT 8 industry. One of these programmes is learning and career development of all the Girls Schools’ Outreach Programme new hires joining from school, college and 6 which was established in 2008 by the UK university. This has resulted in greater 4 3.1 Women’s Leadership Council (WLC). While integration of the programme within the 2 research shows that girls consistently business and an increase in the number outperform boys in IT-related subjects at of girls who are inspired to join the 0 school, they rarely continue with these apprenticeship and placement schemes. BT National average studies or choose careers in technology. It Feedback indicates that two-thirds of was recognised that in order to encourage girls who have attended events or work By offering flexible hours, BT has cut more girls to think seriously about careers experience are likely or very likely to their average annual sick day count in technology, IBM needed to reach out consider a career with IBM in the future. Toolkit per employee to 3.1 days, compared and dispel the myths associated with The Dare 2B Different initiative was to a national average of 8.5 days. the industry. created in 2012 to support the growth of Source: Opportunity Now http://opportunitynow.bitc.org.uk/ The programme aims to counteract the the Schools’ Outreach Programme. The research_insight/index stereotypes associated with the IT industry, challenge was how to grow the size and and longer term, to positively influence reach of the programme further when the the representation of females on their majority of volunteer mentors were based intern, apprentice and graduate schemes. in London and the south east of England Since it was established, the initiative and all had busy roles within the business. has developed into a highly successful The solution was to involve IBM’s newly programme for girls aged 15-16 years old. recruited gap year students, the reasoning Organisationally it is recognised as a core being that they were ‘closest’ to the target programme, with every school matched to population and would have a fresh and a mentor drawn from across the business different approach. These students have at all levels and supported by the graduate been encouraged to use their own personal and intern community. The significance experiences of the world of work to inspire of the programme is demonstrated by the next generation of students. In practice, Case studies the regular participation of the UK and this has involved them reconnecting Ireland Chief Executive in the annual with their former schools and colleges to event which sees 120 girls invited to IBM’s deliver the innovative and creative Dare London office to learn about the breadth 2B Different materials that have been of opportunities; take part in activities; specifically designed for the programme and hear from inspirational women at — and to their own personal different stages in their career. The event is experiences of working. This includes telling followed by work experience for more than their own journeys and insights as well as 100 girls, delivered across four weeks in helping to open the students’ eyes to the two locations. range of opportunities available. Preparation for the work experience The much reduced age gap between begins in class with girls submitting CVs presenter and student increases the to their teachers for nomination. Those relevance of the messages and encourages selected then experience a mock interview questions that they may not have felt with the mentors and other company comfortable asking someone more senior. representatives. During their work

experience the girls participate in a variety Only three months after being given the Appendices of individual and group activities, shadow challenge to create the programme, the employees and gain practical experience initiative had been researched, designed, to increase their knowledge and skills. branded and was ready for delivery. Mentors also work with their school to Head teachers from schools across the develop a tailored programme of activities, country were contacted and helped shape for example: the programme. • CV and interview workshops • Career events • Inspirational speakers • Dragon’s Den-style activities • Insights into science and technology

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'According to the Centre In its first year, 185 schools were visited, Female role models and career paths reaching approximately 5,500 young people IBM has led the way in promoting female for Talent Innovation, and exceeding IBM’s ambitious target. The role models by producing the Technologista programme is continually refreshed with series, a way of showcasing IBM’s leading organisations with new ideas and enthusiasm as the leadership women in technology roles. 12 videos inclusive leaders are of the programme is handed over to a new have been produced under the heading team of gap year students every year. Big Brains, Small Films, showing primary 70% more likely to have school-age children interviewing senior IBM IBM has also redesigned its on-line women about their jobs and their careers recruitment information to provide specific captured a new market in and providing advice for those looking to information for women considering a career follow a similar path. the past twelve months.' at the organisation. The website profiles Source: Opportunity Now successful IBM women through the use of Stories about these female IBM http://opportunitynow.bitc.org.uk/ day in the life videos and provides short Technologistas are also featured on the research_insight/index interviews with senior female executives IBMblr website where there are ‘day in answering questions such as “What the life’ videos, posters and profiles of advice would you give to a woman who’s successful women such as master inventor considering a career at IBM?” and “What Lisa Seacat DeLuca who has nearly 350 female leaders or innovators do patents to her credit and is the only woman you admire?” in IBM’s history to receive the 100th Plateau Achievement Award. Flexible working During the course of 2012 and early 2013, Flexible working is now an integral part IBM also carried out a research project of IBM’s culture for all employees and not involving IBM women executives from just for parents and carers; it applies to around the world. The objective was to all jobs and at all levels. The organisation learn first-hand from each of these women recognises that at different points in an and document their collective executive employee’s career they may require greater journeys in order to offer insights to flexibility in the way they work (for example, employees looking to become executives. as parents, carers or when transitioning to The results of the survey were summarised retirement). The flexible working options and published in a document called Your offered include reduced hours, job sharing, Journey to Executive which outlines compressed hours, annualised hours and three key themes for successful career home working. development identified from the research: It is fully recognised that encouraging 1) be visible; 2) plan your career; and a culture of flexible working can lead 3) integrate work and life. to improved work life integration and consequently better employee morale and Mental health support engagement. It is also highly valued as a This is an area of current focus for great recruitment and retention tool. IBM D&I activity within IBM which includes Executives who work flexibly have been communications, role model profiles and recognised in the Power Part-Time Top 50 open honest discussion of mental health. Leaders list for the past three years. Employees can also access guidance on managing mental health and stress Specific support for working families is also on the intranet and there is a dedicated provided. IBM has engaged an external occupational health team who can advise supplier to give employee’s access to employees on suitable adjustments emergency childcare and eldercare if to working patterns and refer them required. It also runs regular maternity for treatment. There is also a stress coaching workshops and webinars and the management community where employees online IBM maternity community enables can support each other (for example by women to have a point of contact for sharing useful materials and general advice information, to share ideas and to find a from colleagues who have experienced buddy while on maternity leave and when stress or strategies that have worked for returning to work. Fathers are given access them). Finally, the employee assistance to help, advice, research and support programme enables employees and their through a link up with the families to access expert guidance on a Fatherhood Institute. variety of problems: counselling, alcohol awareness, depression, financial concerns etc.

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Diversity and inclusion toolkit and inclusion Diversity and India. These networks have the express the express have networks and India. These of IBM enhancing the success objective of helping members be more comfortable by workplace. In 2015 and effective in the produced this video the EAGLE community Holding Hands 4 in conjunction with the images from Equality campaign. Featuring the world, the nearly 30 countries around and straight LGBT the IBM video expresses commitment to ally communities’ global simple act of holding equality – through the ones. hands with their loved Impact on the Schools’ Feedback gathered the demonstrates Outreach Programme positive impact it has had. One head teacher as “the most described the programme been scheme I have education valuable (Head involved with in my career to date” Newbury). Teacher, company operates. company operates. one of the most IBM also has relocation comprehensive employee company provides policies around and the detailed relocation chosen for candidates on the socio-political context information Where orientation. to sexual in relation be unsuitable, a posting is deemed to provided to ensure postings are alternative not suffer a the employee would that to their career progression. detriment the company is the A principal strength of senior Council co-chaired by Global LGBT leaders who act as visible role models equality and diversity on issues of LGBT internal and From speaking at globally. worldwide to regularly events external commitment to reinforcing the company’s send they staff in communications, its gay an unequivocal message on the importance of LGB equality from a very senior position in the firm. lesbian, The employee alliance for gay, empowerment and transgender bisexual group (EAGLE) is a global diversity network in over the company and operates up by set Singapore 30 countries, including Russia, LGBT initiatives LGBT staff is commitment to its gay IBM’s a global diversity policy that underpinned by and bars discrimination references explicitly This policy orientation. based on sexual is upheld regardless of the legislative of the regions in which the context Reverse mentoring Reverse championed a reverse CEO has IBM’s his senior leadership mentoring scheme for in turn communicated team, who have to others. The benefits of this approach the diversity by co-ordinated scheme was from team who asked for mentors groups (women, within the constituency people with disabilities, multicultural, workers). These and flexible LGBT, to mentees mentors were then assigned team. The within the senior leadership six every were refreshed relationships from another months or so with a mentor beneficial for both group. The scheme was parties — mentors gained access to senior who they individuals in the organisation had contact with. not ordinarily have may the issues into Mentees gained insight others within by and barriers experienced the organisation. Case Studies I IBM

Other feedback included: considered when assessing employee • Communicate the value of diversity and requests or managements offering to inclusion from the top. • “The Schools’ Outreach Programme is use these options. IBM has found that proving invaluable in developing students’ • Regularly measure progress, if it’s not many clients are respectful of those business leadership development working do something different. who work part-time and often prefer the skills. This is a programme we would cost advantages of a highly productive • Reverse mentoring can be very highly recommend to other schools consultant for three to four days to an effective to help leaders understand the and companies”. equivalent consultant on a full-time challenges faced by different groups • “The girls really liked hearing about the basis. However, there are some roles within their organisation. backgrounds of the speakers — it gave where it is perceived to be more difficult gSee Appendix 3 for more guidance on them a sense that they could do anything for employees to work on a reduced specific initiatives linked to this case they put their minds to”. hours basis and our challenge is to think more creatively about how this can study: • “The shadowing was great to look at real be done successfully. All requests for • Role of leadership life work in the natural environment”. flexible working are considered on an • Global perspective • “I enjoyed the presentation skills individual basis. masterclass — I used to be petrified but • Moving specific initiatives into business • Strategy this has given me more confidence!” as usual activity. Conscious action is still • Flexible working • “Thank you for all your work and support required to maintain momentum and with the work experience — it provided keep it at the forefront of people’s minds. • Transparent career progression students with a unique and quite • Collecting the full range of diversity data. • Employee networks outstanding learning opportunity.” Having to rely on self-disclosure can mean gFor useful resource and organisations to • “I have realised there are so many that it is difficult to collect accurate data support your work, see Appendix 4. different and exciting aspects and careers on all the different employee groups. with this IT company.” Hints and tips Feedback from the schools and colleges • Get started and grow. You don’t need to for Dare 2B Different has also been very do everything all at once but choose an positive and comments include: area to focus on and do it with integrity. • “I would like to pass on my thanks for the • Include aspects of diversity and excellent Dare 2B Different presentation. inclusion in your corporate responsibility Both presenters were excellent charter/ report. ambassadors for the company. A large number of the students present have i shown an interest in the opportunities available. If another opportunity exists To find out more about the case study, for a visit next year I would be delighted if contact [email protected] you would let me know.” • “I am writing to thank you for coming in to school and giving a presentation to the sixth formers and the year 8 motivational group classes. The feedback from your sessions was very positive and the students enjoyed your talk. It was very engaging and informative and helped in raising the aspirations of our students. I hope you will be able to host more sessions in the future.” Challenges • Specific challenges around flexible working: Flexible work arrangements are options that enable employees to meet their personal needs and also permit IBM to deliver on its commitments to IBM’s clients and the business. The business implications must always be

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