A practitioner's view of personnel excellence
Article Abstract:
International Business Machines (IBM) is a company that uses effective personnel management strategies. In contrast, the National Health Service (NHS) has had considerable difficulty with personnel policies. For example, IBM has no unions while the NHS has 42; IBM considers employment security vital while the NHS uses employment insecurity to produce change; and IBM respects the individual while the NHS is just developing a value system. IBM's top management team uses critical success factors (CSFs), such as understanding changing customer needs and finding competitive solutions for them, and effectively managing workload, to clarify management's role. Personnel has its own yearly CSFs, such as protecting full employment, maintaining excellent people management, and meeting compensation objectives.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1989
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Parting by mutual agreement: IBM's transition to manpower cut
Article Abstract:
IBM United Kingdom Ltd was forced to resort to downsizing and resource redistribution in 1991 to offset the adverse effects of falling computer hardware prices. The computer company recognized that it had to reduce the number of its support personnel and focus on the people that were directly responsible for generating income for the company. This meant that non-manufacturing personnel had to go by the thousands. IBM UK handled this difficult task by creating the 'career transition program' (CTP). Under this program, attractive incentives were offered to employees to encourage voluntary departure. CTP cost IBM a considerable sum of money, but it successfully facilitated the reduction of company personnel from 10,477 to 8,570 with no permanent damage to employee morale.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1992
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Ian Reynolds, Simon Dyson
Article Abstract:
Ian Reynolds and Simon Dyson are the new personnel directors of IBM United Kingdom Ltd. The two executives succeeded Sir Leonard Peach who vacated the position in Apr 1992. Dyson has the title of Director of Personnel and is responsible for most personnel matters. Reynolds is Director of Personnel and Corporate Affairs and is tasked with representing the personnel function on the board of directors. He is also in charge of the external communications functions. Both men started their career with IBM in the later part of the 1960s. Before becoming personnel director, Dyson was personnel staff director while Reynolds was IBM Europe's vice president of communications and external programs and a director of IBM UK Holdings.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1992
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