IBM Global HR Management Case


IBMGlobal HR Management Case

IBMGlobal HR Management Case

Thenew HR will change the necessary qualifications for future leaders inthe HR function of the ict firm. This need is created by the expandedscope of knowledge that the new structure presents to both thecurrent and the future HR leaders. Because of the new structure, HRleaders will be required to have abilities in handling both thecentralized roles and traditional departmental roles. According toBoudreau (2010), the management leaders under the new structure willlearn skills that will equip them to be deployed to supportmanagement functions globally. Therefore, it will also be theirqualification to understand diverse organizational structures andmanaging global business.

Thenew structure will also change the roles and qualifications of themanagement leaders away from the HR function. Administrators willrequire incorporation of new talent management skills that reflectsglobal labor diversities. In addition, the decision making processwill need to incorporate all the centralized requirements such as thesharing of resources as well as budget making. The production anddistribution experts will be required to understand and incorporatethe diversities of the global business in their design anddevelopment of product and chains of distribution (Dowling,et al, 2012). Moreover, the planners will be required to establishnew planning tools that reflect the global perspective of thebusiness in terms of capital and human resources.

Inregard to fundamental principles of learning, business leaders shouldhave the skills of evaluating events, employees and organizationalcircumstances. This will help them to learn from every eventuality inan organization. In regard to engagement, business leaders requirerecruitment skills in order to evaluate and engage the most suitedemployees to specific tasks. According to Dowlinget al(2012), business leaders will require good communication skills toensure a motivated workforce in an organization. These skills willallow managers to understand, communicate and motivate employeesbased on the prevailing circumstances. Moreover, the leaders will usethe communication skills to establish and maintain healthy employeerelations in the firm.

IBMleaders should not only be as informed about supply chains, customersand technology. Instead, they should be informed of talent marketsand decision-making principles. This is because the new structurepresents more changes to the decision making process and the talentmarkets than it leads to changes to the former. The new structurewill be applicable even with the current technology and will addressthe same customer base using the current talents at the firm(Boudreau, 2010). However, changes in the market environment requirenew decision making frameworks that IBM leaders should be informedof.

IBMcan directly leverage the functionality and success of the WMI intoits products, operational services like customer service and revenue.This can be done by integrating the principles of process excellenceto its human resource. Such integration will make IBM customerservice to be focused on the goals of the firm in terms of revenues.To achieve the targeted revenue, the company will have to integratethe principles of success behind wmi to the production anddistribution of its products. In this way, the company will worktowards achieving the success of the wmi in all its departments andservices.

Thehuman resource can retain an optimum balance between the softbenefits and hard benefits of the new structure. Both benefits arenecessary for the company to grow, especially in the globalperspective. The balance can be retained by enhancing the use of thenew structure to facilitate the current role of employees byenhancing their data driven methodologies. The soft benefits of thehuman resource reflect the advanced functions that are presented bythe new structure, which will help the firm to adjust to the marketand achieve the targeted performance (Dowling,et al, 2012). Therefore, the new structure should treat employees asthe most important in its success. On the other hand, the hard HRbenefits are instrumental in the development of the basic functionsof the organization through the new structure.

Thefocus of the IBM on the operational frameworks of equations, numbersand optimization rules does not significantly consider the intangiblebenefits that accrue to the organization from human relationships. Ifnot restructured well, IBM risks losing the intangible aspects ofemployee relationship that are unquantifiable. According to Dowlinget al (2012), the HR should enjoy the benefits of employeerelationships when working together especially from departments andother horizontal relations. Therefore, proper restructuring ofemployees to the new structure should be done to gain the benefits ofrelationships. If well implemented, the benefits will enhanced forbetter performance than before.

However,the job of retaining intangible benefits and values for IBM as wellas the employment brand need not be assigned to assigned in expressterms. This is a result of organizational principles and generalaccountability of the members of the organization. Therefore, forIBM, these two responsibilities should be specific accountability forthe members of the organization, especially HR and business leaders.This will make it a general role of all people that emanates from theorganizational culture, which will attract long-term performance ofthe organization.


Boudreau,J. W. (2011). IBM’sGlobal Talent Management Strategy: The Vision of the GloballyIntegrated Enterprise. Societyfor Human Resource Management.Alexandria, VA 22314-3499

Dowling,P., Festing,&nbspM.,&ampEngle, A. (2012). InternationalHuman Resource Management: Managing People in a MultinationalContext.Boston, MA: Cengage Learning EMEA