1. Anne Bornfeld, Director, Human Resources IBM Nordic
HR in a digital world Technology and analytic impact on employees engagement & experience and collaboration
Anne Bornfeld, Director, Human Resources IBM Nordic

2. Social Analytics in Employee Engagement
Empower people Enable employee voice
Understand people Utilize CAMSS technologies
Trust people Foster a culture of trust

3. New hires 66% less likely to leave IBM voluntarily
IBM I&VT 2013
4/24/2018
Recruitment
New hires 66% less likely to leave IBM voluntarily
Components
“IBM will redesign how we hire, how we bring people into the company and enrich them, how we select and enable managers and how we select and empower sellers and all client-facing IBMers.”
– Ginni Rometty, IBM Chairman, President and CEO
Each individual area is measured in addition to our overall metrics on attrition. 3
_D1 Iwata_MacDonald

4. Your Potential Job Matches
What is Blue Matching?
Blue Matching connects IBMers with currently available opportunities in Global Opportunities Marketplace (GOM).
Blue Matching leverages employee & job information through matching rules to create personalized matches to potential jobs
Your Potential Job Matches
Blue Matching is for all IBMers, except::
Executives
Inactive IBMers
Those not in 100% IBM-owned companies
Those without band information
Those in training bands (because training bands can potentially move on to a wide range of bands)
When compared to a control group, top 10 potential job recommendations resulted in
More targeted applications
1-2x more interviews
5x more offers

5. Our Purpose, Values and Practices Invitation to Co-create
#reinventPBC: An ongoing co-creation dialogue with 380,000 IBMers
Our Purpose, Values and Practices
The Case for Change
Based on IBM’s transformation, the market and IBMers
Design Thinking Initial workshop and ongoing throughout design phase
Invitation to Co-create
The beginning of a dialogue with the entire workforce
Deliberation
Forums 10 forums shifting workforce dialogue from PBC to future state
Polling Questions
Validating points where form discussions did not illustrate a majority view
Prototype Experience
Requesting feedback on experience prototype and brainstorming a name
Program Announcement
The experience revised with IBMer feedback and changes
Naming Poll
Continuing the co-creation with IBMers selecting the name
Values Jam
10,000 comments, ideas and anecdotes
Client Experience Jam
127,000+ posts from 160 countries
Tens of Thousands o
comments and ideas
Benchmarking
other firms and notable research
50+ participants
Global representation
100
active sponsor users
2,000 comments
75,000 views
5,000 comments
88,000 views
1,400
comments
24,000 responses
19,000 experience the Minimum Viable Product and provide additional feedback
600+ ideas for new name
700+ comments
182,000 views
17,000 votes #1
Checkpoint
Invitation to co create – 1700 Likes
Deliberation Forums – 8500 Likes
Polling Questions – 1400 Likes
Prototype Experience – 383 Likes
Program Announcement – 2300 Likes
Naming Poll - 4

6. PAST 2016 Summary of Changes FUTURE annual goals ►
prioritized shorter-term goals
single element assessment
multiple performance ratings
one or two ritualized meetings on performance annually
practice of continuous feedback
documenting results annually
updating milestones and achievements regularly
Team Based Decision Making and distribution guidelines
managers are empowered and accountable 5

7. Example use cases: Early detection of events
Petition on Connections identified within 9 hours
Diane Gherson responds within 16 hours
Employees thank Diane for responsiveness
Leads to increase in employee engagement
Reports to CEO

8. Proactive retention: Saving people without expensive ‘save’ packages
Analytic approach to optimize investment across our growing labor base
Population of 376K in 26 priority countries
Segment employees into small clusters
Assess against common attributes and market driven factors
50 targeted clusters, 20% of population
Use knowledge of individuals to make differentiated compensation decisions
30K employees in 2012 and 2013
Proactively identified and retained individuals with key skills
Voluntary attrition following the 2012 action was 76% lower than projected propensity to leave
$100M+ in expected benefits from reduced cost of replacement and salary premium
Identify hotspots of high-value skills to target for reduced attrition
Cluster
identification
Individual
differentiation
Population
Make decisions
differently
Create value
differently
Deliver value
differently

9. Social media can be used as a signal of attrition risk
IBM
Time period: Jan 1, 2012 – Dec 31, 2013
All U.S. employees
Voluntary resignations only
1 to 10 actions (n = 16,775)
11 to 50 actions (n = 4,512)
51 to 200 actions (n = 1,674)
201 to 1000 actions (n = 478)
180 days before days before day of resignation
Note: The data only includes US employees that had a Connections use history for more than 270 days before their resignation date.

11. Consequences of change
New Nordic Transformational Leaders
Consequences of change

16. END OF PRESENTATION