© 2007 IBM Corporation Mobile Working and Work Life Balance 16 th October 2007 Peter Bays UKISA...

© 2007 IBM Corporation

Mobile Working and Work Life Balance

16th October 2007

Peter Bays UKISA

Mobility and End User Deployment Manager

© 2007 IBM Corporation2

Agenda

Why is mobile and flexible working important

The workplace is changing

Employee provisioning strategy

Organisations are changing

Recent lessons learnt

The challenges

The benefits


Why is mobile working important?

Mobile Working creates Flexibility and at IBM it is a competitive business asset. It helps us attract and retain critical talent and increase effectiveness, focus and productivity.

Increased flexibility in where, when, and how work gets done is changing the modern workplace. Over 115,000 mobile employees worldwide Major initiatives have saved 78 million square

feet To respond to this, IBM has established globalstandards for managing employee workenvironments (ePlace), a formal process tounderstanding the level of mobility of ouremployees (WPI & Job Segmentation) andlinking this data with the provision of IT tools.


Why is flexibility important?

It matters to our people:

It is among the top 5 HR differentiators for IBM

• Key reason for choosing to come to IBM• Key reason for remaining with IBM

It is a critical expectation for “next generation” talent

It is a critical to our ability to advance women

It matters to our customers:It matters to our customers

It is an essential element in IBM’s external brand

Many of them are struggling with these issues

It provides a meaningful competitive differentiator

It matters to our people

“Today, more than 85 percent of a typical S&P 500 company’s market value is the result of intangible assets. For many companies, the bulk of these intangible assets is its people, its human capital. It is no longer what you own that counts but what you

know…” — Craig Symons, Forrester Research, Inc.


Worklife Integration

As a society, we are increasingly demanding a ‘better’ balance between work and life. We want to enjoy a challenging work role, but also fulfil other aspirations in our lives outside of work. For many, working flexibly gives the opportunity to meet needs previously considered as conflicting i.e. those of work life and personal life.

Visualise a workplace where you feel in control, you know what is important and focus on high-impact activities. Imagine an environment where you balance the demands of personal and professional life and schedule your priorities and honour commitments. Studies in IBM and elsewhere show that employees who balance their personal and professional lives feel more in control, achieve more, and become more proactive. This helps them and their team to be more productive.

IBM is committed to creating a supportive flexible work environment, allowing employees more flexibility and control over how, where and when their work gets done. Reduced Hours, Annualised Hours / Term time contracts, Jobshare, Compressed hours, Home working, Mobile working.


The workplace is changing

People Productivity

Team Productivity Organisational Productivity

Isolation

Coordination Innovation

CollaborationIn the past, people had to go to office complexes to be near the filing cabinets and each other. The "office" is now being discarded in favor of an “e-workplace”

Now we can work any time, any place,challenges remain…


Transformation pain zone

Controlled

Stand alone

Desks

Fixed place

Single use

Personal boundary

Space boundaries

Status offices

Paper storage

Mine to have

Empowered

Networked

Portable pc's

Any place

Multiple use

Team space

Flexible spaces

Team assets

Electronic

Ours to share

Current state Future state


A holistic approach to mobility

Cultural Change Management How to communicate the change to our employees? What programs need to be in place to facilitate the

cultural shift? Are changes to job descriptions and compensation

required? What education and training is required?

Processes How will our core business

processes be affected? How will employees receive their

mail, access client files, etc.?

Infrastructure Services What changes to the HelpDesk need to be made for

mobile workers? How do I provide hardware support for mobile workers? Can my network support remote access? How do I perform software distribution to mobile

workers?

Mobile Tools What tools does a mobile work need? What changes do we need to make to our

intranet and knowledge databases? How do I select a single access number? What new communication tools are

required?

Business Case What is the business justification

for going mobile? What would the cost savings be? How much will the

implementation cost?

Policies What offices should close? What expenses should be covered? What changes to HR policies should

be made?


Employee provisioning

Guiding principles:

• Global consistency Eligibility is not Entitlement

Segmentation enables:

• Alignment of tools and services • Improves planning and services buying power

Definition of Roles-based Segments is driven by a number of factors (including):

• Revenue responsibility• Degree and type of remote work

Segmentation considers: organization, job role, primary workplace environment


Organisations are changing

Informal Work Domains:• Common Interests• Self Motivated• Innovative, Unconstrained• Expertise Networks• Knowledge Communities• Outside organisational

boundaries• Open membership

Formal Work Domains:• Operations, Performance Mgmt• Human Resources• Geographical Divisions• Procurement, Marketing,

Sales, Manufacturing, …• Define organisational

boundaries• Rigid, Hard to Change

From Hierarchies … to Teams … and Networked Communities

Defined Work Domains:• Virtual Teams• Organised• Task Oriented• Problem Solving• Communities of Practice• Cross organisational

boundaries• Closed membership


The organisation is changing driving social software

Exploration & Production

ExplorationsWilliams

DrillingTaylor

ProductionStock

Senior Vice President

Jones

G & GCohen

PetrophysicalCross

ProductionO’Brien

ReservoirShapiro

PaineSmith Andrews Moore

Hughes Miller

Ramirez

Bell

Cole

Hussain

Kelly

Sen

Paine

Smith

Moore

HughesMiller

Ramirez Bell

Cole

Hussain

Kelly

Sen

Cohen Jones

Cross

Taylor

Williams

Shapiro

O’Brien

Stock

Andrews

From Hierarchies … and Teams … to Networked Communities

Paine

HughesMiller

Bell

Cole

Hussain

Cohen

Taylor

Williams

Shapiro

Andrews

Extended Community who leverage Cole’s knowledge to do

their jobs

The Challenges:1.How to extend that community?2.How to help the community to

operate more effectively?3.How to better leverage Cole’s

knowledge & skills?4.How to capture Cole’s knowledge

for the future?

The Challenges:1.How to extend that community?2.How to help the community to

operate more effectively?3.How to better leverage Cole’s

knowledge & skills?4.How to capture Cole’s knowledge

for the future? Social Network Analysis


Social Networks: From Human Capital to Social Capital

Whereas physical capital refers to physical objects and human capital refers to the properties of individuals, social capital refers to connections among individuals – social networks and the norms of reciprocity and trustworthiness that arise from them.

… A society of many virtuous but isolated individuals is not necessarily rich in social capital.

Better knowledge sharing, due to established trust relationships,

common frames of reference, and shared goals

Lower transaction costs, due to a high level of trust and a

cooperative spirit (both within the organization and between the

organization and its customers and partners)


Executive sponsorship is essential. They must be involved, effective and have a willingness to use their authority to support the goals of the project.

Ensure consistent organisational messages – site consolidation teams promoting mobile working need to be aligned with the business units and funding.

A Stakeholder assessment will add value to the project by understanding the degree they can influence or impact the project.

A communication plan is necessary to manage the delivery of information. Managers as well as employees may require significant support.

Mobile working is not for everyone.

Service desk and way finding solution is a key to success in larger locations.

Insufficient meeting rooms provided – People come in more to team than work

Home working gives more power to the individual – when and how they work. Careful consideration needed with respect to loss of Management control?

Need for ongoing Management training on new working practices

Enabling technology is vital, particularly the telephone system

Recent lessons learnt


2007 Global work/life survey - key findings

IBM Work/Life Strategy is working

• Dramatic increase in work-at-home• Improvement in the acceptance and impact of flexibility • Reduction in employees reporting work/life difficulty• Continued positive trending of work/life indices• Perception of unnecessary work has stabilized

A “New Normal” workplace has evolved • 73% of managers have remote employees• Workload continues to be high; inefficient processes get in the way• Greater work/life integration is associated with increased workplace effectiveness &

improved staff retention Focus Areas for future

• Continued demand for flexibility - where/when work gets done• Continued training to address management support• Need for Dependent Care support - especially elder care


There were many challenges during implementation and change management was a key requirement.

Employee Resistance

Why should I buy in?

How will I be kept in the loop?

How will I stay visible and get

promoted?

Management Resistance

How do I know employees are

working?

How will I foster team spirit?

How do I get the word out to everyone

consistently?

Critical Success Factors

Cross functional team (HR, RE & IT)

Major technology investment and

commitment

Just-in-time education

Standardization

Executive & management sponsorship,

training and support

Focus on communication and

teamwork

IT’S A MAJOR CULTURAL CHANGE!


A balance between work and personal responsibilities

A better balance and improved flexibility both inside and outside of work

The opportunity to combine domestic commitments with a career

Increased job satisfaction, motivation and commitment

Reduced pressure when personal commitments clash with normal working hours

A saving of money, inconvenience and time commuting

A more efficient approach to work

Better health / less stress

Greater opportunity for personal development

Benefits of working flexibility



Sustainability journey

Innocence Awareness Understanding Competence Excellence

Waste recovered

Utilities Efficiency

Repairs / Refurbishment

Travel Optimisation

Smart Working andSpace Optimisation

Flexibility

Service Specifications & Space Standards

Ways of working

Portfolio Planning

Cultural change

Workplace Transformation

Flexibility

Service Specifications & Space Standards

Ways of working

Portfolio Planning

Cultural change

Workplace Transformation

Recycling and re-use

Product Specification

Capital Financing

Life Cycle Management

Responsibility and Use Policy

Efficient solutions and technologies

Recycling Centres

Effective Procurement and Operation

Recycling and re-use

Product Specification

Capital Financing

Life Cycle Management

Responsibility and Use Policy

Efficient solutions and technologies

Recycling Centres

Effective Procurement and Operation

P H Y S I C A L C H A N G E C U L T U R A L C H A N G E


M – Mobile:

These employees work on customer sites, different business locations and/or at home and they do not have an allocated desk.

T – Transition to mobile:

These employees are mobile and need a full set of mobile tools, however also have a desk allocated until they become fully mobile.

H – Home workers:

These employees work from their home 80% or more each week. They do not have an allocated desk.

C – Customer location:

These employees work primarily on customer sites and do not have an allocated desk.

S – Static:

These employees have an allocated desk at a specific business location.

N – Non traditional:

These employees work within an IBM location such as manufacturing and warehouse

Work place indicator


Summary of tools

Type of Tool Technology IBM Location On the Road At HomeCust.Site/Hotels

Diagnostics IBM Remote Help Tool

Physical Post@Home

Voice VoiceRite Client

Voice EMEA IP Softphone

Voice VOIP - IBM sites

Voice HomeConnect

Voice Offnet Divert

Voice UK Directory Dialer

Voice AT&T Calling Card


Summary of tools

Type of Tool Technology IBM Location On the Road At HomeCust.Site/Hotels

Communication Instant Messaging

Communication Web Conferences

Connectivity IBM Access Connections

Connectivity IBM Wireless LANS

Connectivity FRIACO - dial up only

Connectivity ADSL

Connectivity AT&T Network Client

Connectivity GPRS

Connectivity Wireless Hotspots

Diagnostics IBM Remote Help Tool


Mobile workers are beginning to represent a significant percentage of the European workforce

0% 5% 10% 15% 20% 25% 30%

Netherlands

Finland

Demark

Sweden

UK

Germany

Switzerland

Austria

EU15

Estonia

Greece

Ireland

Belgium

Percentage of employees who are mobile workers

Source: Statistical Indicators – Benchmarking the Information Society at www.sibis-eu.org/statistics/data/4-34.htm

Note: Countries with less than 10% of mobile workers include: Italy, Lithuania, Bulgaria, Luxembourg, Spain, Czech Republic, Slovakia, Hungary, Portugal and Romania

Mobile Working – Drivers


Further, there is significant interest among many European employees to work remotely in some fashion

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Denmark

Belgium

Slovakia

Germany

Slovenia

Luxembourg

Netherlands

Bulgaria

Estonia

Austria

Italy

Ireland

Czech Republic

Sweden

EU - 15

Romania

UK

Switzerland

Latvia

Percentage of employed population who are interested in some form of remote working

Source: Statistical Indicators – Benchmarking the Information Society at www.sibis-eu.org/statistics/data/4-35.htm

Note: Countries with 60% or less interested employees include: Spain, Hungary, Lithuania, Poland, France, Greece and Portugal

Mobile Working – Drivers


Climate Protection

Between 1990 and 2005, IBM avoided more than 8.98 million metric tons of CO2 emissions by conserving a cumulative 17.2 billion kWh of electricity through energy conservation. Total savings from energy management in 2005 was $22.9 million.

IBM has been able to contract for approximately 175,000 MWh of renewable energy in the U.K., which has increased IBM’s worldwide direct purchases of renewable energy to more than 200,000 MWh for 2006.

In the United States alone, our work-at-home program conserved more than 5 million gallons of fuel and avoided more than 50,000 tons of CO2 emissions last year.

In France and Belgium, programs to offer fuel-efficient vehicles have resulted in more than 95 percent of 2,600 leased vehicles emitting 140 gm of CO2/km or less. A similar program is being offered in the United Kingdom.


120K housed employees

28msf of accommodation (70% Office)

45 Countries

600 Locations

750 Buildings

Fully outsourced FM

IBM Demographics – Europe, Middle East and Africa

Over 115,000 mobile employees worldwide

mobility centers saved 2 million square feet and 7,500 workspaces


How mobile is IBM in the UK?

IBM full time employees, June 2007 data

70%62%

95%

70%

46%

64%70%

17%

0%

20%

40%

60%

80%

100%

Effective Mobile Mobile (WPI) ThinkPad VTS ID

Home Connect Mobile Phone Broadband GPRS/3g


Our experiences with social software at IBM

CommunitiesIBM Community Map hosts 700 communities. IBM Forums hold 36,000 entries.

BlogsIBM’s BlogCentral hosts 27,300 weblogs (420 group blogs) with 62,000 entries and 60,000 comments, and 10,800 distinct tags.

BookmarksIBM’s internal Dogear system has 185,000 links from 3,425 users. One-third are intranet links and only 2.5% are private.

ActivitiesIBM’s internal Activities service has seen all content and usage statistics grow by 2.5x over the second half of 2006 to 10,000 activities, 60,000 entries and 32,000 users.

ProfilesIBM’s internal BluePages application provided the basis for Profiles. BluePages holds 475,000 profiles and serves 3.5 million searches per week. It is the hub of both user requests and all app authentication for IBM.

Software Group – Collaboration Strategy


Who can ask for flexible working?

Anyone can ask their employer for flexible work arrangements, but the government has introduced a statutory right in order to encourage applications. Provided you are an employee (but not an agency worker or in the armed forces) and have worked for your employer for 26 weeks continuously before applying, you have the statutory right to ask if you:

have a child under six or a disabled child under 18

are responsible for the child as a parent/guardian/special guardian/foster parent/private foster carer or as the holder of a residence order

are the spouse, partner or civil partner of one of these and

are applying to care for the child

From 6 April 2007, you also have the statutory right if you:

are a carer who cares, or expects to be caring, for a spouse, partner, civil partner or relative or who lives at the same address as the person being cared for

If you are a carer thinking about applying for your right to request flexible working short workshops are taking place around the country.

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