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In today's competitive business environment, employees seek jobs that not only offer financial security, but also have autonomy, meaning and the opportunity for development and advancement. They want time to pursue personal interests and enjoy time outside of the workplace. Responding to these needs is nothing new for IBM. IBM is committed to creating a supportive, flexible work environment while providing benefits and services that help them in their life outside of work.
More than two decades ago, IBM launched the first national corporate child-care initiative that evolved into a five-year, $25 million IBM Funds for Dependent Care Initiative to help employees' work and personal life-balance needs. The program enabled IBM to invest in more than 400 child and eldercare projects in more than 50 communities. By the late 1990s, the program had expanded and included 1,200 childcare and eldercare projects in 66 communities that led to the creation of 61,000 new "spots" for children or seniors in need of care.
As childcare and eldercare became increasingly important to IBMers, the company responded by creating the Global Work/Life Fund with a five-year, $50 million commitment. It was the first fund of its type to address employee issues on a global basis. It emphasizes a complete range of dependent care services with the goal of assisting full participation in the workforce by all demographic groups and the use of IBM technology by providing IBM computers with age-appropriate educational software to childcare centers. The company was a major sponsor of SeniorNet, an organization that teaches older adults how to use computers and is the genesis of Generations On Line, a software program that makes it easier for seniors to use the Internet. In 2005 IBM announced further funding of the multi-year Global WorkLife Fund for an additional $50 million with a continued focus on increasing the supply and improving the quality of dependent care where IBMers work and live.
Since 1983, IBM has committed more than $263 million to dependent care programs and services around the world, and is frequently recognized by nonprofit institutes, governments and business publications for its commitment to helping employees manage issues of work and life. (A sample listing of awards and recognition is available at IBM's Valuing Diversity Web site.)
IBM is committed to creating a supportive, flexible work environment that gives employees more flexibility and control over their work as an important means to achieve greater work/life balance and enhanced productivity. The ideal high technology company:
- Will not force employees to compartmentalize work and personal challenges
- Will be flexible in how and where work gets accomplished
- Is focused on results and positive business outcomes, not "face time"
Employees have said that balancing their responsibilities for work, family, education and other commitments is becoming increasingly difficult under traditional work schedules. Their ability to address work and family is a critical factor in their decision to stay with IBM. Customers need us to meet commitments, any place, at any time.
To address these employee and business needs, IBM has developed six flexibility principles. They are:
1. "Flexibility is a Business Imperative"
IBM's work force will be flexible enough to respond quickly and effectively to the changing needs of both customers and IBM. Our programs assist employees to gain control of their lives so they can contribute their full energy and talent to IBM.
2. "Equity does not mean being the Same"
IBM's commitment to equity does not mean treating every employee the same. It means recognizing and managing employee differences so that everyone has the opportunity to contribute and be successful.
3. "Presence Does Not Equal Performance"
Flexible Work Options (FWOs) reinforce IBM's commitment to individual performance and contribution as the value we bring to our customers. Superior job performance is not necessarily the result of regularly working long hours, at home or in the office.
4. "FWOs are not an Entitlement"
It always makes good business sense to be supportive in helping employees manage their responsibilities for both work and personal needs. Managers and employees need to work together to assess the opportunity and challenges in a proposed arrangement.
5. "It's OK to Participate . . . and it's OK not to Participate"
FWOs apply to all jobs and all bands, including management positions, but there will be situations when a FWO will not make sense because of our commitments to our customers. Also, these options will need to be flexible enough to change when employees' personal or professional circumstances change, or the business requirements do.
6. "Participating in a FWO will not hurt Career Development"
IBM is committed to ensuring that employees choosing a FWO are not penalized in terms of career development and promotion opportunities. Business need, performance and skills continue to be the basis for promotions at IBM. However, not all career opportunities will be compatible with FWOs. Employees and managers will have to make a decision regarding the location and hours of work required by a new job as opportunities arise.
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