© 2013 IBM Corporation

Out of the Office - Teleworking and Working Flexibly

Joanne DooleyDirector, Global Technology Services & Executive Sponsor Work Life Integration

5 February 2013

© 2013 IBM Corporation2

Outline

IBM at a glance

Our Diversity & Inclusion focus areas

Our flexible workplace practices

The business drivers

What flexibility looks like

Making it happen

The key elements

Teleworking and Working Flexibly

© 2013 IBM Corporation3

IBM at a glance

Global technology & innovation company, with solutions & services spanning all industries

Over 400,000 independent, smart, mobile, and diverse knowledge workers in 170 countries

Has invested more than $150 billion in R&D and has received more than 75,000 U.S. patents

10 global research labs pioneering breakthroughs, advancing technologies and helping define open standards

IBM Australia

Annual revenue of over $4 billion

Generated almost A$539m in exports

Putting $2 million every year into the community

Key business segments:

– Global Technology Services

– Global Business Services

– Systems and Technology Group

– Software Group

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Teleworking and Working Flexibly

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Our Diversity & Inclusion Focus Areas

Advancement of Women

Generational Diversity

People with Disability

Lesbian Gay Bisexual Transgender

Cultural Diversity

Work Life Integration & Flexibility

Teleworking and Working Flexibly

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Our flexible workplace practices

How I work

When I work

Where I work

Working from IBM office Work from home / telecommuting

– Flexible: work away from the office occasionally– Regular: work at home on regular basis– Full-time: work from home on full time basis

Mobile

Individualised work schedules Flexible or compressed working week

Part-time work Job share Self-funded leave Floating Cultural Holiday Paid primary care-giver leave Personal Leave Leave of absence

Teleworking and Working Flexibly

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The business drivers for telecommuting

Our Customers– Located everywhere– Need appropriate level of service in each customer interaction– Employees must be flexible in order to address customer needs

The Environment– Load on urban environment (traffic/real estate)– Need to take work to the people– Decrease commuting/unproductive time

Economics – Increasing real estate costs– Travel and relocation expense– Access to skills, labour challenge, talent sourcing

Employees– Helps attract and retain talent– Changing workforce demographics– Changing expectations of the workforce– Flexibility in scheduling and location

Information Age– Nature of work has changed - more focussed on service, knowledge, information– Today’s work does not always require co-location

Technology– Technology advances enable telecommuting – laptops, social networking tools

Teleworking and Working Flexibly

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What does flexibility look like in IBM Australia & NZ

30% of our workforce is women

57% of employees have dependent children

14% of employees plan to have or adopt a child in the next five years

28% of employees have some level of responsibility for the care of an elderly relative or adult dependent

47% work at an IBM site

17% work from home

15% from a client site

21% are mobile

15% of female workforce work part time

Family Demographics

Teleworking and Working Flexibly

Flexibility

Mike WardIBM Software Specialist

“I work 3 full days each week, working 100% from home. This work arrangement has meant that I have been able to continue to add value to the business for a much longer period of time, while living and working in balance. My official service with IBM is 50 years this year! IBM really does practice what it preaches when it comes to flexible work.”

Real Life

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EnvironmentInfrastructure - supports mobility

Instant messaging

Collaboration tools

OHS guidelines

Real estate design - hot desks

ProgramsGet balanced

Work Life Employee Group

Shades of Blue

Work Life Month in Oct

Making it happen

Policy FrameworkWorking from home / Telecommuting,

Part-time work, Job Share

Individualised work schedules, flexible or compressed working week

Self-funded leave, Paid primary care-giver leave, Carer/personal leave

Floating Cultural Holiday, Leave of absence

CommunicationsArticles and profiles

Podcasts

Mail Buzz

Connections page

Management PracticeChange of mindset

Business basis not entitlement

Managers manage

Lead from the top

Manager quickview scenarios

Education – “New world of work”

Teleworking and Working Flexibly

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Key elements

• Change of mindset is essential

• Focus on outputs, not face time in the office

• Leadership from the top - Executive and Manager buy-in • Understand the business case

• Promote success stories

Teleworking and Working Flexibly

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Teleworking and Working Flexibly