Diversity and Talent Management Practices at IBM
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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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"These extraordinary companies are innovators who understand that diversity has to be a company-wide commitment that is ingrained in the corporate culture. They have gone beyond HR diversity and Marketing diversity and they perceive the business case for contracting with quality women's businesses."1
- Susan Phillips Bari, President and Founding Architect of Women's Business Enterprise National Council (WBENC)2, in 2006.
"Ulrich, Becker and Huselid reckoned in their book 'HR Scorecard: Linking People, Strategy & Performance' that 85% of the organization's value was created by non-tangible company resources…. talent management thus becomes ever more vital to companies in achieving their goals."3
- Dorota Florczyk, Managing Consultant, IBM Business Consulting Services, in 2005.
"It's a fun place to work because of the energy that surrounds you and the level of responsibility you are given."4
- Nia Kelley, Employee of IBM, in 2006.
The history of diversity at IBM dates back to 1953 when the then Chairman and CEO, Thomas J. Watson Jr. (Watson Jr.), issued a letter to the management team in which he stressed equal opportunity of employment. In the late 1950s, that letter was used as a foundation of company policy in negotiations to establish IBM subsidiaries in Southern US.
1] "WBENC Announces New List of 18 'America's
Top Corporations for Women's Business Enterprises,'" www.wbenc.org, March 23,
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