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Ethos Issue 5, Nov 2008
Sharpening Singapore’s Edge: Insights from the
IBM Experience
Teresa Lim
HARMONY IN DIVERSITY
Another key pillar for success is the ability to harness the talent of a diverse group of people regardless of their backgrounds. Non-discrimination policies and programmes must permeate all activities such as hiring, training, compensation, promotions, transfers and terminations. At IBM, effective management of our workforce diversity policy is an important strategic objective. Every IBMer is expected to abide by this policy and uphold the company’s commitment to workforce diversity. In 1935, IBM was one of the first companies to introduce equal pay for equal work—28 years before it was passed as a law by the United States Senate. In Singapore, IBM employs more than 30 different nationalities bringing various skills and strengths to power our clients, business partners as well as society at large.
Today, over 1 million foreigners work and live in Singapore. On close examination, the attributes that attract and retain talent in a country are not dissimilar to those that work for a global corporation. A good reputation, strategic leadership, stability, sound policies, favourable benefits and a high performance culture are some of the reasons why certain countries and companies are more popular than others as places in which to invest, build a career, or make a home. Developing the ability to understand (and appreciate) diversity and creating platforms to help different people thrive professionally and personally will position Singapore ahead as a global talent hub.
MEANING BEFORE MONEY
How does a country or company sustain its attractiveness as a global talent magnet in the long run?1 Over and above run-of-the-mill talent management practices and monetary rewards, more can be done in terms of initiatives that are truly reflective of the needs of its evolving workforce. What motivates Generation X (generally defined as those born between 1961 and 1981) and Generation Y (those born after 1982) talents? Beyond money, Gen X and Gen Y talents are attracted to companies who provide and promote collaborative and open cultures.
Generation X may prefer jobs that cater not only to personal growth, but are also flexible in terms of work-life integration, so that they can accommodate their personal interests. Generation Y, which grew up with the Internet, are motivated by peers, and prefer telecommuting for the flexibility it provides. They will readily take time off to travel; they are big on searching for meaning in life, and value broader social awareness and action.2
This is why IBM provides staff with meaningful challenges outside of the office. Indeed, as a strong supporter of corporate social responsibility, IBM has always focused on the innovative application of volunteerism and technology to address global societal issues. As Samuel J. Palmisano, Chairman, President and CEO of IBM Corporation summarises aptly, "For us at IBM, this is much more than a matter of legal compliance or even giving back to the community. It is and has always been integral to how we conceive of ourselves as a business."
For example, our recently launched IBM Corporate Service Corps is part of a Global Citizen’s Portfolio initiative to develop leadership skills while addressing socio-economic challenges in the emerging markets. An IBMer in Singapore spent one month alongside a group of eight colleagues from diverse cultures to make a difference to the lives of the people in Davao, Mindanao. At the end of the month-long enriching experience, participating IBMers returned to their respective offices across the globe embracing their professional and personal lives with deeper value and meaning.
Singapore in general is a strong advocate in the area of work-life integration initiatives. The Government has been partnering industry to drive policies, incentives and programmes that enable employees to achieve the most out of their working and personal lives.
However, Singapore’s ability to attract, retain and motivate talent will also depend on policies and programmes that actively cultivate and support the spirit of volunteerism and mentorship. These initiatives will also become crucial in developing a workforce with a global mindset and perspective.
GLOBAL EDUCATION FOR A THRIVING GLOBAL ECONOMY
Just as it is important to welcome foreign talent to our shores, we need to raise the quality of Singaporean workers to world-class standards. This begins with education. We need to groom our young, from an early age, to be independent thinkers and exhibit thought leadership. We need to promote a culture where Singaporeans are encouraged to express their opinions and have different perspectives to offer. The younger generation must grasp the importance of bringing to the table both individual excellence as well as the ability to achieve results through collaboration.
To groom leaders of the future, there is a need to go beyond academic brilliance to developing effective communicators as well. Ultimately, the ability to persuade and rally others to serve a common cause is key to success on the world stage.
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