IBM BUSINESS LINES

IBM manufactures and sells computer hardware and

software (with a focus on the latter)
Offers infrastructure services:
Helps identify problem areas and determines where
further in-depth analysis is required. It also help to
remediate and repair issues that have been identified,
including those related to application infrastructure,
services management and identity and access
management.
Hosting services:
IBM provides one of the most comprehensive
application hosting services in the industry from basic
support to global deployments. With IBM Application
Hosting services, you can leverage the leading
applications that can help reduce your time to market
or boost customer satisfaction without the usual upfront
infrastructure costs or the ongoing implementation and
management headaches.
Consulting services:
IBM business strategy consultants support clients in the
translation of innovative and core competencies into
real business value by formulating strategies, managing
change, and realizing benefits. Working collaboratively
with clients, we provide solutions to the business needs
that your organization is confronted with, such as
growing revenues, streamlining costs and linking
strategy to execution.
Recently entered into an outsourcing business
(customer services and technical support) a unit called
IBM DAKSH is specially set up for the out sourcing
business. Dealing in customer service, technical
support, billing assistance etc.

 Green sigma:
IBMs goal with the Green Sigma TM offering is to
partner with clients to drive innovation, achieving
economic benefits for the business and reducing impact
to the environment. This focus on ways to develop
processes to bring down the carbon intensity of
products and processes and create a lean green
business"
3.2 HUMAN RESOURCE POLICY
The Human Resource (HR) policy must be able to
deliver deliberate insights to business units, enabling the
organization to more effectively source, evaluate and
motivate employees in an increasingly turbulent business
environment.
At the same time, HR needs to continue to provide
administrative services that are reliable, cost-effective and
responsive to the needs of business units around the globe.
HR must perform both roles effectively to contribute to the
long-term success of the organization.
This perspective shaped a series of discussions that took
place in March 2006 with more than 25 senior HR executives
from around the globe. Over four days, HR leaders from
various industries, including utilities, financial services, retail
and government - to name a few - engaged in a dialogue to
share insights and best practices on a variety of topics.
These included issues such as changing workforce
demographics, the role of workforce analytics in developing
strategic insights, and the structure and competencies of the
HR policies of the future.
Across
industries,
changing
business
conditions,
demographics and globalization have raised the need to
understand and manage the dynamics of talent, from
sourcing to resource management to recognition systems. To
allow HR to focus on these more strategic issues, the next

generation HR organization must promote the use of shared

services and employee self-service to move away from its
traditional role of answering questions and resolving
disputes.
Further, the HR organization needs to work more effectively
with other vendors in its extended enterprise, providing the
tighter coordination that is needed to deliver administrative
services. Finally, HR needs to look inward at its own talent
model, to help ensure that its employees have the
capabilities, skills and confidence to provide strategic
guidance to the business.
The roundtable participants highlighted the clear need for
the HR function to focus its limited time, energy and
resources on four critical areas:
Understanding the impact of both globalization and
changing workforce demographics on the supply of talent.
Determining the drivers of employee retention and
developing strategies for retaining top performers.
Engaging with the corporate strategy process to determine
the need for critical skills and capabilities
Balancing the supply and demand for talent on a dynamic
basis within and across business units.

For companies that consider employees their most valuable assets, human resources
has extreme value. In the most general sense, HR serves to motivate employees to
top performance and maintain an organizational culture of high morale. In the early
21st century, strategic HR has emerged as a prominent view of the role this
functional area plays in building and developing a strong organization.
Ads by Google

$0.01 Web Hosting

Scalable, Secure Web Hosting. Try Our Award-Winning Service Now!
www.hostgator.com/1Penny

People and Performance

In a March 2011 McKinsey Quarterly article, Nora Gardner, Devin McGranahan and
William Wolf explained that more companies are finally coming around to the
common-sense understanding that HR manages a key link to company success -people and performance. The long-term success and financial performance of a
company is usually directly correlated to the talents, motivation and
accomplishments of its people. People make and sell products, work with customers
and collaborate on decisions. A primary way HR adds value to a company is by
promoting this link and persuading company leaders to train and develop employees
and reward strong performance.

Talent Acquisition and Retention

Hiring and retaining top talent is a foundation of high-performing companies. HR is
largely responsible for building and managing the systems that recruit, attract, hire,
train, motivate and retain a company's best employees. This includes establishing
strong job designs and hiring the right employees to match. It also involves building
strong interviewing and screening processes, planning orientation and training,
developing successful employee evaluation tools and constructing motivating
compensation programs.
Related Reading: Top Three Recommendations for Implementing an HR Strategy in
an Organization

Legal Protection
One of the less-heralded ways HR adds value to a business is through legal protection
from discrimination and wrongful termination lawsuits. HR professionals must be
continually up to speed on employee laws and educate company executives and
managers. They must also design hiring and promotional systems that promote
fairness and equality. Interview questions that align specifically to a job, for instance,
minimize risks of a discrimination claim. This element of HR becomes increasingly
valuable as workplaces become more diverse.

Planning
As proactive HR strategies have overtaken reactive responses to employment
conditions, HR professionals play a stronger role in planning. HR directors commonly
serve on company management teams and participate in strategic planning. This
includes assessments of company strengths and weaknesses and projections of
opportunities and threats. HR participants contribute the current view and future
expectations of people and resource needs, discussion of compensation and training
changes and research on emerging opportunities and threats.

how to improve the effectiveness of human resource

management

Techniques for Improving Human Resource Management in the

Enterprise
Today, it is assumed that the main asset of any organization lies in people.
Quality, productivity, profitability, customer satisfaction and the image of a company depends
largely on training, coordination and motivation of its staff. For a company to function properly
it requires that the persons composing know, willing and able to work properly.
inadequate people management can lead to myriad problems that hinder the performance of
an organization:

Lack of motivation

undefined responsibilities

Lack of training / information

Lack of internal communication

Non-cooperation

Lack of coordination

Conflicts of interest
In the present document provides a summary of some of the methodologies Sinapsys Business
Solutions, SL uses in its consulting services to solve such problems.

Any change initiative must develop the necessary direction and leadership with a commitment
to continuity. Initiate change and create expectations that are not met can cause frustrations
and worsen the situation. The implementation should be done professionally and after a
proper diagnosis to select the right tools to each individual case (single or combination of
several of them).

1. Leadership
Leadership can be defined as the ability of an individual to develop the potential of a team in
pursuit of a common interest.
There are different leadership styles (authoritarian, participatory, consultative, ...). Each style
may be appropriate to the context and characteristics of employees. The source of leadership
may be the charisma, the hierarchical power, the power of knowledge or behavior.
Through education and training, people who have responsibility for others can develop optimal
leadership style. A leader does not command it runs, does not impose, but seeks consensus,
not divide but unites.
Example: In a food business problems were identified by marking their authoritarian style of
leadership. In a leadership course were explained leadership styles. Participants were able to
assess your leadership style by completing a questionnaire. In addition, each participant
learned to evaluate the pros and cons of each style and know how to apply the most
appropriate in each circumstance.

2. Mentoring
The mentoring (mentoring) is a process by which a person (mentor) teaches, advises, and
guides to another (the mentee) in their personal and professional development. It is the
traditional "sponsorship" that currently is used primarily in high positions in organizations.
Mentoring should not be improvised requires setting goals, planning and monitoring of results.
Although there are similarities, mentoring differs from coaching in the mentor must have
expertise in the field in which you want to start the mentee, while the coach does not have to
have an experience in this field.
Some advantages of mentoring:

Mentoring is a powerful tool that facilitates the retention and transmission of

knowledge in the enterprise

Increase satisfaction guardian and the ward

Increase staff retention and commitment of these with the company.

Example: A director of a company in the construction sector, with no time or discipline to study
for a master, hired a mentor to learn what I needed from a practical (less formal) and personal
assistance. This training helped her improve her leadership style and management techniques
are people in your company.

3. Education Climate Assessment

diagnostic technique allows for an objective assessment of the degree of satisfaction of people
in an organization, understand their needs and expectations at work and their perception of
existing problems.
There are circumstances that may hinder the effectiveness and objectivity of an evaluation
process work climate, including:

Labor disputes

job dissatisfaction

Lack of communication

...
Must be taken into account these conditions, so before starting the survey process may have
to be a media campaign upon, to explain what, why and what it intends to carry out this
diagnosis.
If there is union representation in the enterprise should plan this process with their
collaboration and consensus.
The evaluation should be completely anonymous and the results published at all levels. The
assessment should be followed by an improvement plan aimed at resolving conflicts and
problems have been detected.
Assessment should be repeated once the improvements made in order to verify their
effectiveness

and

strengthen

the

process

of

continuous

improvement.

Example: In a furniture manufacturing company, is still a problem of lack of motivation, lack of

teamwork and internal tensions. The results of a work climate assessment revealed that the
main areas of improvement were: to define responsibilities, establish incentive system,
improve staff training and development capabilities to offer.

4. Competence Management / Knowledge Management and Performance

Evaluation
This methodology allows to reconcile the interests of the company with the interests of each
individual. While comparing the knowledge and skills required by the organization to those
who reside in people.

we define competence as the ability or quality which makes a person is able to play a role.
;
management skills, involves identifying all you need for people to know, willing and able to
provide full value for the benefit of the organization.
skills management, requires:

An identification of the skills necessary for achieving the objectives of the organization
(strategic, tactical and operational)

skills assessment in the Members of the organization

A plan to bring existing powers with the necessary

setting and monitoring targets both individual and collective performance. These goals
should be possible to verify the use of these skills
Example: In a private agency established a competence management system, identified the
functions of each position were defined quantitative targets for each position and each
department and set up a training plan that took into account the training needs of each
person.

5. Incentive Systems
An incentive system is to facilitate the reconciliation of the interests of each person with the
interests of the company.
Incentives should be established objectively, based on agreed targets and indicators. The
incentive system should be transparent, clear and concise.
Incentives must be aligned with individual goals, but also with collective goals, so as to
encourage teamwork versus individualistic attitudes.
One of the basic requirements for the proper functioning of the incentive system is internal
communication:

On the objectives of the company

on individual goals

The degree of fulfillment of the objectives on time, so that deviations can be corrected
Example: In the same company in the private agency that established the system of
performance appraisal, incentives based on the degree of fulfillment of the objectives of
productivity, quality and ideas contributed by each person and equipment.

6. Analytical and Problem Solving and Teamwork

The competitiveness of an organization depends largely on his ability to turn problems into
opportunities.
To deploy this policy, we must educate the staff, encourage, lead it, promote internal
communication ... but also implement techniques for analyzing problems, identifying causes,
possible solutions and implementing them in the most efficient.
These techniques are based on data analysis and teamwork. Among other noteworthy:

Herringbone (Ishikawa diagram)

Pareto Chart

Histograms

Data Collection Sheet

Modal Analysis Failure Mode and Effects (FMEA)

Affinity Diagram

Relationship Map

Force Field Analysis

Brainstorming (brainstorming)

Stratification data

Correlation chart

Statistical Process Control

It is not only master the proper technique, but also knowing how to choose and chained to
each other, since they are complementary. A usual sequence of a process of problem solving
could be next:

Problem Definition

Data Collection

Data Analysis
Research

Causes

Proposed Solutions

assessment of alternative solutions

Implementation of Solutions
Verification

Effectiveness
At each stage, you can apply various techniques, eg:

Problem Definition

Data Collection (Collection of Data Sheet)

Data Analysis (Histogram, Pareto Chart, Diagram of Correlation, ...)

Research Causes (Brainstorming Diagram Ishikawa Diagram Relations, Affinity

Diagram, FMEA, ...)

Proposed Solutions (brainstorming)

assessment of alternative solutions (Force Field Analysis)

Implementation of Solutions

Verification of Effectiveness (Pareto Chart, Histogram)

Example: In a company manufacturing laminated furniture were detected many quality and
productivity problems (lack of inventory turnover, delivery failure, failure of product
quality, ...). After investigating the results using Ishikawa diagrams and Pareto, it was
concluded that these failures could be avoided by taking the following steps.

Change tooling design, so that assembly is faster and with fewer adjustments.

Minimize tooling changes, each production line specializing in less product

establish a system of statistical process control

Improve staff training and awareness in relation to quality issues, establishing a

training matrix and versatility.

7. Meetings Management
At the end of many meetings, participants have the feeling of having wasted time and no
concrete objectives or actions without analyzing deeply enough problems without creating the
required commitment to address changes.
The efficient management of meetings require a protocol establishing practical rules of conduct
in all three phases of the meeting:

Preparation (collection of information, convening the meeting, ...)

Implementation Meeting (time management, agenda management, formalization of

the record ...)

Monitoring (monitoring of the agreements of the meeting)

One can distinguish various types of meetings by its target:

Reports

decision

planning and coordination

analysis
At any meeting is crucial the role of moderator. Among other functions, the moderator must:

ensure continued item

Ensure that each case is treated with depth and rigor

Ensure that all involved have had the opportunity to participate

Detect and resolve any conflict of interest

ensure that decisions are made by the mechanism previously agreed (preferably by
consensus)

Detect and avoid bias in the analysis and decisions

Example: In a precast concrete company, were generated problems of quality and productivity
by poor communication between the technical department (responsible for the design of the
pieces) and production. Weekly meetings were established planning and coordinating work
with officials of both departments. These meetings contributed greatly to avoid many
problems.

8. Internal Communication
Internal communication (horizontal and vertical upward and downward) is a prerequisite for
improving

the

work

environment,

encourage

engagement,

providing

leadership

and

coordination of all people in an organization.

Internal communication should not be left "random", but must be planned, implemented and
verified in a manner that ensures that for, Who, When and How to contact.
Avoid common errors such as:
consider the communication is a one-way and down (as it must be bidirectional and both
ascending and descending)

Allow communication free will (since in these cases, communication is distorted and
fails to ensure that information reaches to whom, when and how to get there). This is a
breeding ground for rumors.

Lack of consistency or alignment between what is communicated and business

objectives

Communication at the wrong is not right that the channels of communication

"informal" anticipate and meet communication channels "formal"

Communication exception: it is not appropriate reporting only bad news, it must also
provide positive feedback.
Example: In a training consulting firm identified communication problems. It established an
internal communications plan that included, among others, a management improvement
proposals channel allowing dozens of suggestions for all staff which resulted in improved
organizational performance and satisfaction of people.