No Longer A Great Place To Work - Senior Project Manager IBM Employee Review

2.0
7 Nov 2009
Recommend
CEO approval
Business outlook

Pros

Nice benefits package Sharing information is great with all the intellectual capital available, from techniques and templates to process and procedures that have been successful previously.

Cons

Management treats all non-managers as expendable pegs--doesn't matter if you're round and the hole is square, you'll be pounded in there. And one better exceed their expectations in that engagement too or one's rating at the end of the year will suffer. Management no longer informs non-managers of important changes or information until the day they occur (e.g., layoffs) where they used to provide a great deal of information for example, having monthly meetings with line management (at a minimum) with announcements from senior management on down to team certifications and births. Senior management has transformed the services units into body shops like Manpower or Kelly Girls. They will use you until you drop, lay you off and find someone offshore. Work/Life balance has become a joke since most management talk a good game but really just pay lip service to it. "As long as there isn't a crisis on your project, you can take your vacation or holiday or class, etc." When >isn't< there a crisis that someone wants you to stay and work on through your time off? So employees end up skipping your vacation(s) to make sure >that< crisis is averted, because team members are running scared that they're next on the chopping block. Emails were sent that encouraged team members to bill "at least 45 hours per week" through the end of the fourth quarter so that management could get their bonuses. The emails said nothing about making sure there would be a bonus for each team members' bonuses who worked overtime. These emails have continued and extended throughout each year to make up for the loss of contracts and salaries for top-heavy management. For example, beginning in 2008, everyone was required to work 45 hours weekly all year to make utilization. Additional bonuses are carrots during the American and Christian holidays at the end of the year--from November 1st through December 31st, management invites team members to work overtime on their projects for a chance at cash prizes, causing resentment from those who take most, if not all of their vacation time then. No matter what your performance rating, you will be laid off once 1) you've trained your replacement offshore, 2) management finds that you are too close to a milestone (e.g., 55 for healthcare, etc.) or 3) your face was hanging out when management decides they can save money by cutting 200 team members rather than cutting two managers. Although they provide all the paper, pens, copiers, etc. you could want at an IBM office, expenses for everything else were cut so many years ago that I can't remember when they should have replaced my printer (which has limped along valiantly for after printing so much IBM crap).

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Cons

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4.0
26 Aug 2014
Recommend
CEO approval
Business outlook

Pros

Disclaimer: A lot of what I'm writing below of course depends on the work area and management chain. But I found this to be fairly pervasive policies in IBM in my 9+ years with the company. 1. IBM's policies and management are very flexible when it comes to working remotely or accommodating various life situations (sick days, doctor visits, etc.). Management is encouraged to measure an employee by their work and impact, and not by hours spent at their office. 2. Great colleagues! Though unfortunately, many have been leaving due to the instability of IBM's HW development business. 3. At least in my area, there's a high level of flexibility on which projects should I undertake based on my and my management assessment of business impact.

Cons

1. Unfortunately, IBM still uses the "normal distribution" rating system, where at the end of the year each employee is ranked as a top contributor (5%), above average contributor (15%), average contributor (~75%), and bottom contributor (5%). This curve is difficult to apply in the R&D world, where you may have many members of the team working long and hard hours, and end up being "average contributors" at the end of the year, because there just isn't room for all to be top contributors. 2. The above may not be so disturbing, if only IBM didn't practically cancelled all raises, performance bonuses and incentive for the non top-performers. I've had a consistent "above average" rating in the last 4-5 years, and my raise and performance bonus were ridiculous mere 1.5-2% of my salary. Were I rated "average contributor" I would have gotten NOTHING. So you can imagine that people can go year after year without any raise to their salary. From talking to manager friend, this is IBM's way to eliminate the non-top-performers without having to fire them, as part of its direction of reducing US manpower. 3. Hiring freeze in many areas - again, as part of IBM's attempt to reduce its workforce across North America and Europe we see many jobs move to the India and Far East markets. This is of course upsetting to see local teams shrink and disappear, especially when many great local IBM colleagues and experts begin to drop out. From my experience thus far working with India SW teams - they are still very far away from the standards I would have expected from US and Europe based teams. 4. Poor top down communication about company's and divisions' future. Employees learn from rumors and news websites what's about to come...

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IBM Response
10y
Thanks for sharing your experience, and we're glad that you've had a positive experience working with talented colleagues and taking advantage of IBM's programs. IBM is in the midst of a major transformation, --our Systems business is going through its own changes to strengthen competitiveness. Change is never easy. As part of our transformation, we just launched a whole new approach for how we are coaching employees, delivering feedback and managing reviews. No distribution guidelines or what some think of as 'stacked rankings." What's particularly great is that this was co-designed with our employee base from all over the world... to the tune of hundreds of thousands of page views, comments, on-line debates and discussions. IBMers even named the new system Checkpoint, to reflect the regular feedback rituals we're adopting. Managers are more empowered with the new methodology to help them acknowledge the great work of their teams and help their employees develop professionally. These steps and more are showing up in our employee surveys as well. So IBMers are feeling the change. We are confident these changes will help us in continuing to attract and retain great talent.
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