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© 2007 IBM Corporation Mobile Working and Work Life Balance 16 th October 2007 Peter Bays UKISA Mobility and End User Deployment Manager
© 2007 IBM Corporation 2 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
© 2007 IBM Corporation 3 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 global standards for managing employee work environments (ePlace), a formal process to understanding the level of mobility of our employees (WPI & Job Segmentation) and linking this data with the provision of IT tools.
© 2007 IBM Corporation 4 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.
© 2007 IBM Corporation 5 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.
© 2007 IBM Corporation 6 The workplace is changing People Productivity Team ProductivityOrganisational Productivity Isolation Coordination Innovation Collaboration In 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…
© 2007 IBM Corporation 7 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 stateFuture state
© 2007 IBM Corporation 8 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?
© 2007 IBM Corporation 9 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
© 2007 IBM Corporation 10 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
© 2007 IBM Corporation 11 The organisation is changing driving social software Exploration & Production Explorations Williams Drilling Taylor Production Stock Senior Vice President Jones G & G Cohen Petrophysical Cross Production O’Brien Reservoir Shapiro Paine SmithAndrews Moore HughesMiller Ramirez Bell Cole Hussain Kelly Sen Paine Smith Moore Hughes Miller Ramirez Bell Cole Hussain Kelly Sen Cohen Jones Cross Taylor Williams Shapiro O’Brien Stock Andrews From Hierarchies …and Teams …to Networked Communities Paine Hughes Miller 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
© 2007 IBM Corporation 12 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)
© 2007 IBM Corporation 13 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 IBM Corporation 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
© 2007 IBM Corporation 15 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!
© 2007 IBM Corporation 16 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
© 2007 IBM Corporation 17
© 2007 IBM Corporation 18 Sustainability journey
© 2007 IBM Corporation 19 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
© 2007 IBM Corporation 20 Summary of tools Type of ToolTechnologyIBM LocationOn the RoadAt Home Cust.Site/ Hotels DiagnosticsIBM Remote Help Tool VoiceVoiceRite Client VoiceEMEA IP Softphone VoiceVOIP - IBM sites VoiceHomeConnect VoiceOffnet Divert VoiceUK Directory Dialer VoiceAT&T Calling Card
© 2007 IBM Corporation 21 Summary of tools Type of ToolTechnologyIBM LocationOn the RoadAt Home Cust.Site/ Hotels CommunicationInstant Messaging CommunicationWeb Conferences ConnectivityIBM Access Connections ConnectivityIBM Wireless LANS ConnectivityFRIACO - dial up only ConnectivityADSL ConnectivityAT&T Network Client ConnectivityGPRS ConnectivityWireless Hotspots DiagnosticsIBM Remote Help Tool
© 2007 IBM Corporation 22 Mobile workers are beginning to represent a significant percentage of the European workforce Percentage of employees who are mobile workers Source: Statistical Indicators – Benchmarking the Information Society at 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
© 2007 IBM Corporation 23 Further, there is significant interest among many European employees to work remotely in some fashion Percentage of employed population who are interested in some form of remote working Source: Statistical Indicators – Benchmarking the Information Society at Note: Countries with 60% or less interested employees include: Spain, Hungary, Lithuania, Poland, France, Greece and Portugal Mobile Working – Drivers
© 2007 IBM Corporation 24 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 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.
© 2007 IBM Corporation 25 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
© 2007 IBM Corporation 26 How mobile is IBM in the UK? IBM full time employees, June 2007 data
© 2007 IBM Corporation 27 Our experiences with social software at IBM Communities IBM Community Map hosts 700 communities. IBM Forums hold 36,000 entries. Blogs IBM’s BlogCentral hosts 27,300 weblogs (420 group blogs) with 62,000 entries and 60,000 comments, and 10,800 distinct tags. Bookmarks IBM’s internal Dogear system has 185,000 links from 3,425 users. One-third are intranet links and only 2.5% are private. Activities IBM’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. Profiles IBM’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
© 2007 IBM Corporation 28 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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