Diversity and talent management practices at IBM

Diversityand talent management practices at IBM

Diversityand talent management practices at IBM

TheInternational Business Machines Corporation (IBM) was started inearly 1900s. The company was initially under the name ComputingTabulating Company (CTR) before it was renamed to its current name.IBM has been in the limelight for practicing diversity whilerecruiting its employees. This has earned the company a number ofawards and has even been ranked among the top ten companies to workfor in the world by Forbes magazine (Grippa,2013).

Thecompany through the stewardship of its second CEO Thomas J. Watson Jrwas among the first American companies to embrace diversity (Grippa,2013). This was 10 years before the Equal Employment OpportunityCommission (EEOC) passed the law that required companies to embracediversity in the year 1964.

Thecompany boasts of having offices in most parts of the world.Embracing diversity in their recruitment has had many benefits forthe company. The company has been able to maintain a goodrelationship with their customers. Customers feel at home wheneverthey walk into an IBM office and find one of their own employed inthe company (Grippa, 2013). This has made the company make hugeprofits through increased sales. Embracing diversity has also helpedthe company to be able to employ a talented workforce. This isbecause embracing diversity enables the company to have a wider poolof applicants applying for jobs in the company. The company is thenable to employ the best and most talented workforce.

However,for the company to be able to embrace diversity, they have beenforced to make a number of changes in their management process. Forinstance, the company has been forced to carry out educational forumsfor its top managers who work in foreign countries. This has helpedthose managers to be able to appreciate the culture of the foreigncountries (Grippa, 2013). The company has also been forced to makechanges on its offices to be able to accommodate disabled employeesand make them feel at home.

IBMhas also rolled out a talent management system. This system is aimedat achieving a balance between talent demand and supply. In order toeffectively make use of the productivity of all workers, the companyhas initiated an internal redeployment process. This has helped thecompany to keep some of their best employees. Through this program,before the company does an external recruitment, it seeks to findexisting employees with the necessary skills to fill the job opening.The company has also been able to employ subcontractors and temporaryemployees through this program (Grippa, 2013). The program has alsoensured that the company has the required talent, keeping in mindthat it operates in an industry that is ever changing.

Theprogram has helped the company to remain competitive in the market.By retaining their most-talented workers, they have been able to besuccessful in the ever-changing world of information technology. Thecompany has also been able to cut down on its cost of recurringexpenditure by employing temporary staff (Ferdman,2014).

IBMhas treated employee diversity and talent management as some of theirbusiness strategies. This has helped the company have a pool ofemployees who can meet the demands of the market. Embracing employeediversity has also helped the company to market itself as a companythat understands the need of its customers. These two aspects havebeen pivotal to the success of this company.


Ferdman,B. M. (2014). Diversityat work the practice of inclusion.San Francisco, CA: Jossey- Bass.

Grippa,F. (2013). Managingin a Diverse and Changing World.: McGraw-Hill.