Organizational Analysis Introduction IBM is a technological leader which is identified as an internationally renowned and trusted organization. The company is based in New York, United States, however it renders its service globally. It is a company which believes in creativity and which is based on ensuring sustained progress…
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Since its commencement in 1911, IBM has transformed as technological leader to presently possess around 433,000 employees and was accredited by Fortune as the second biggest United States based company with regard to employee number. Moreover, it is determined as fourth biggest in terms of market capitalization and ninth ranked in terms of profitability (ClearNexus, 2012). Besides, IBM holds many awards for its business-leading employment procedures and policies (IBM, n.d.). The company generates value for its customers and resolves business problems through rendering many different solutions that pull information technology and deep knowledge of business processes. IBM Global Services enable the company to address the needs of varied individual and organizational customers with the aid of IT consulting and services (IBM, 2012). Mission Statement and Role of HR in IBM IBM, as a company, deeply cherishes three of the most important values that are very much required for a company in order to reach exceptionable heights. IBM takes care of its employees and trusts its employees along with enabling the whole organization to follow their personal responsibilities at all levels in order to sustain themselves with the global standards. Thus, the three main mission statements that IBM follow: Devotion towards each and every client’s accomplishment Innovation and creativity that matters-for the organization and for the world Trust and human responsibility in each of its relationships (IBM, n.d.) Role of HR in Fostering IBM’s Mission Statement The role of human resource (HR) manager and department is considered to be one of the most critical constituents, which requires a lot of skills such as recruitment, staffing, brainstorming, designing payrolls, talent management, and employee retention among others. It is a kind of role that requires significant amount of multi-tasking skills and is very challenging (Dessler, 2011). IBM, being a company with a very large manpower, functions in a challenging and innovative environment in terms of managing the human assets as its resources. It believes in taking care of its customers and employees through different sections catering to the needs of the different people (Dessler, 2011). IBM follows a different HR aspect which was reorganized by Randy MacDonald, the senior vice president of human resources of the company. He segregated IBM’s 330,000 employees into three segments of customers including executive and technical employees as well as managers along with rank and file. Randy MacDonald has set up separate human resource management teams comprising training, recruitment and compensation specialists who concentrate on addressing the requirements of each staff segment. These particularly trained or specialized teams ensure that all the employees in the different segments get proper training, information and compensation as per the requirement and competency of the employees in order to support IBM’s needs (Dessler, 2011). Thus, IBM strongly believes on segmentation of the teams so that the needs and requirements of the different employees and customers can be taken care of. By following this policy, IBM not only caters to the need of the people but also manages the workplace in a very suitable manner. It also enables the company to dedicatedly meet its
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