Ibm 's Global Talent Management Strategy

This paper is going to describe OCBC’s unique approach to talent management and development. Compare OCBC’s approach to talent management and development to other organizations you are familiar with (e.g., current or past employers, a family business). Explain how OCBC’s approach to talent management and employee development been a primary contributing factor to the firm’s success. Evaluate the extent to which OCBC’s approach to talent management and development fits other organizations or industries, including some limitations if applied elsewhere without modification.

IBM’s HR strategy identifies company characteristics that motivate and energize employees. IBM motivates its employees through:

In the seven years (since 1994), that Lou Gerstner reigned over IBM, the company’s earnings per

Diversity is known as individuals which are representing more than one national origin, race, gender, sexual orientation, disability, religion, beliefs, and age which create a diverse workforce environment were some feels valued at all costs and was skill sets are being used to develop goals within the organisation.

IBM is a 400,000 strong employee organization working with clients in 170 countries thus making it the biggest consulting and technology corporation in the world (IBM Facebook, 2014)

IBM is among the oldest of the Fortune 500 companies with operations all over the world. The company is renowned for its capacity to transform careers and deliver innovative technologies and business solutions. Over the past decade IBM has undergone a transformation of its own as it shifts from hardware development to cloud computing and business consulting. The company sees this niche market as having huge potential to carry it forward into the ensuing decades.

To design effective talent management strategies; including recruitment and selection, motivation and retention, performance management, etc.

To answer the many external environmental factors affecting IBM’s personal computer business they must raise structural complexity and decentralize decision making through increasing the number of departments and personnel which individually address such boundary spanning environmental points as pricing, customer representation, and new technologies. Human resources must be effectively utilized as key personnel must be recruited both quickly in the transformation and in the future.

The Maersk Group's organizational culture and practices focused around the development of quality relationships with the wide array of stakeholders, such as customers, business partners, the general public and so on. This culture was also reflected at the level of the employees, who were treated as valuable organizational assets, and the generators of organizational

Question 1. What competences has IBM had to invest in arising from its transformation from a ‘product-centric’ to a ‘service-centric’ organization?

Prior to their cultural change that took place in the early 1990’s, many would have said that IBM was on a fatal downhill slide. At this point they were beginning to become obsolete. IBM at one point was among the leaders within the world for hardware/software development and information technology services, but all divisions within the organization were run independently from one another. They were not a unified enterprise. To solidify this even further, “rather than working together as a team, divisions competed against each other both internally and in the field” (DiCarlo, L., 2002).

IBM has weaknesses in the transformation of its business model. It is lack of flexibility in the transition because of its large company

Human resource management’s (HRM) role is changing in business. In the past, HR was a nothing but an administrative support function, now it is a key player in a business’s strategic planning. Today HR must have the ability to manage employees in way that contributes directly to a organization’s strategic goals. This sudden paradigm shift in purpose now feeds HR manager’s need for integrated systems that also include business intelligence. As companies look for more responsive and effective systems, outdated HR systems fall to the wayside as new modern and agile systems evolve.

Over the past five years, IBM has quietly transformed itself into a "software, solution and services" company. With the transformation from a hardware vendor to a solution provider, it has entered the area of consulting services.

It has constantly outperformed its competitors and has generated higher returns. IBM should continue to be a leader in differentiation by offering product and services through its constant strive of innovation. It should follow unique practices to maintain a strong culture and positively impact customer experiences. It should be open to change and blend itself to the environment adding its own stroke of colour (introducing new technologies according to the changing