2.3.1How the change was communicated?

Before we get into this, let’s consider the following statistics; 11

In 2014, there were 2.4 billion internet users. That number grew to 3.4 billion by 2016, and in 2017, 300 million internet users were added. As of June 2019 there are now over 4.4 billion internet users. This is an 83% increase in the number of people using the internet in just five years!

44 billion GB data was created per day in the year 2016. As of 2025 it is expected to be more than 10 times of that.

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Social Media is huge – Reports show that almost 300 million new social media users each year. That is 550 new social media users each minute.

At the start of 2014, mobile phones/tablets uploaded and downloaded around 2 exabytes (1 exabyte= 1 billion gigabytes) of data. At the start of 2017, data created on mobile devices quadrupled to over 8 exabytes.

At the start of 2017, there were 394 billion mobile internet users. There are now over 5 billion mobile device users in 2019. A 67% penetration of the entire global population.

Two years ago, the IBM for Applied Insights released the 2012 IBM Tech Trends Report.This is an exhaustive biannual survey of more than 1,200 IT and business decision makers who are determining when, where and how their organizations adopt Cloud, Analytics, Mobile, and Social technologies (CAMS), which the report believed crucial for the success in the age of Cognitive Computing.

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When Diane Gherson blogged about Checkpoint in the company’s internal platform through efficient and focused usage of internal & external social media, the leadership message immediately transmitted to thousands employees, and then to the next ten thousands. Suggestions, comments poured in an unprecedented number. Power of Analytics & Mobile

IBM’s home grown analytics agent Watson swiftly sifted and sorted identified key words through Natural Language Processing and enabled Diane to draft her second blog entry where she put forth what the employees liked and disliked about the new PMS. There were multiple iteration, reiteration, debates in blogs and continuous employee participation in the Design Process.Finally the Checkpoint was launched with stronger focus on feedback and lighter on assessment.2


Through this new process the goals flowed from managers more fluidly to the employees at a single click of a button, the mobile PMS app in mobile device updated and helped in frequent connections with managers. The agile PMS allowed employees to revise goals throughout the year get more real time feedback. Employees in the changed business landscape, most of who were by then working on short term projects rather than year long assignments, could get multiple feedbacks from different sources through this Crowd-sourced 12 PMS initiative. Through the company’s mobile ACE (appreciation, coaching, and evaluation) app, they also seek feedback from peers, managers or employees they manage.

To quote Dilpreet Singh “The transition required that we have a performance system that is agile, mobile and helps people develop short-term goals and facilitates regular feedback. This helps managers and employees change goals dynamically in accordance with the evolving business needs and offers an opportunity for people to seek feedback for personal development and managers to give feedback in a structured and easy way. The earlier system of once a year review which also included a “stack ranking" element in which employees were compared to each other, not just to how well they did on their own goals was redundant.”

On question of at the end of the year, employees will be judged across five criteria. How do you assess and measure these?He commented “The first criterion, ‘business results’ is associated with achieving the goals that have been set throughout the year. The next three (‘impact on client success’, ‘innovation’, ‘personal responsibility to others’) are tightly linked to IBM's values. The last criterion relates to skills development and how this is measured also depends on the skills being developed and the type of role.” 9

2.2.4.Measure the Change

In line with the key business and HR process undergoing changes even the Pulse Survey methodology was changed and analytics played a big role into it to bench mark engagement not only within IBM but also to similar industries, providing managers with ample data points to understand employee’s feedback generated around organization’s mission, practice and values. The engagement score was found to have an upswing of 20 percentage points compared to previous result, after launch of the new PMS. By moving away from traditional OD Diagnostic Model the HR Partners drove Dialogic OD Intervention13 in the floor along with the Managers, discussed the engagement score for the group, enthusiastic employees were chosen as Engagement Champion for their group, key and crisp action plans were chalked out, deployed and reviewed on regular interval to ensure real time and continuous traction with employee engagement. Managers are held accountable through pulse and mini-pulse surveys of the people they oversee, with poor results leading to training or, in some cases, removal from management.

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2.2.5 Remove barrier for fluid movement of talent and real time Training and Development

As the changed Business Landscape started to demand an ever increasing supply of new skill development the renovated Talent Management practice responded by indicating personalized learning recommendation to the employees, a digital career adviser to help employee share his CV simultaneously to multiple internal opportunities enabled through state of the art algorithms matching his skill set with that of the project requirement. This helped movement of ‘skills like a currency’. The analytics tool also helped employee and managers not only know important information such as what was the average time an employee took to get promoted in his current role but also what are the probable steps one may take to achieve that. To quote couple of most senior HR leaders “having more data available is having better insights to guide the user. These new digital platforms mean we can get these insights directly into the hands of employees and their managers.”. “It’s not about having a learning platform and having separately an internal jobs platform, its how do we integrate these two together with AI-enabled advice for employees to explore? What kind of job should I do next? What are my skills gaps if I want to pursue that job, and then what learning would I take to close that gap?”2

IBM further expanded access to the pathways through which students and professionals can build skills for today’s technology era. That includes “new collar” jobs, where having the right skills matters more than having a specific degree. 2018 also saw the rapid growth of IBM Apprenticeship Program, which trains people in 21st-century skills ranging from blockchain and digital design to cybersecurity.14

2.2.6. Data driven Talent decisions to sustain the Institutionalize the culture

(Video) Panel Discussion 4 - Reimagining Flexi-culture: HR Summit Tatva 2022

Through sophisticated talent analytics which delivers data driven cues such as risk of attrition for team members, possible training need- derived from performance feedback, compensation quantum and multiple predictive and prescriptive talent management tit bits reached literally manager finger tips through mobile device. This exercise was made possible using sophisticated Artificial Intelligence and Machine Learning, which analyzed internal and external data at the speed of thought to arrive at data driven decisions for entire employee life cycle management. This trend is becoming more and more prevalent in the high tech industriesand to quote Jason Taylor, chief scientist for New York City-based Infor Talent Science, which develops analytics software designed to predict which job applicants have the highest probability of succeeding "We’re moving toward a data-centric mindset" in HR, says. "We’ve seen lots of organizations making these shifts, measuring performance, identifying behavioral patterns and bringing in the right people based on those patterns," Taylor says. "If you can scale that, not for one person but for everyone, you have an entire organization poised for a high probability of success." 15



What is the performance appraisal process at IBM? ›

In the IBM® Emptoris® Supplier Lifecycle Management application, Performance Evaluation is a module to create, manage, and evaluate cross-functional supplier ratings. Performance Evaluation is a process that evaluates a supplier 's performance over a time period in the past.

How do you revamp a performance management system? ›

Effective strategies to revamp the current performance management system
  1. 1 Combine your strategy with technology.
  2. 2 Give equal importance to each objective.
  3. 3 Tag employee metrics to enterprise targets.
  4. 4 Recognize the employee effort and interest.
  5. 5 Take necessary action on the results.

How do you introduce a performance management system in an Organisation? ›

What: Send managers an email introducing your new performance management system and strategy. Explain the purpose, set expectations for team leaders, and share the timeline for rollout. Give them a chance to ask questions early, and encourage them to be advocates for the new system.

What was the problem with Deloitte old performance management system? ›

Employee Leadership Development

The challenges with leadership pipelines and leadership readiness was a fault in the old performance management system. As it changes, however, leadership competency quickly becomes less of an issue because there is a greater focus on that pipeline.


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