© 2015 IBM Corporation

Be Known. Be Found. Be an Expert

Expertise@IBM

© 2015 IBM Corporation

TRANSPARENCY & ENGAGEMENT

for IBMers and their managers

• Further enhance analytics that provide actionable insights that

IBMers can use to build skills and manage their careers

• Integrate small, discrete credentials defined organically by the

business as evidence of expertise

• Support informed investment

decisions based on skills analytics

and demand estimates

CULTURE OF SKILLSCONTINUOUS DEVELOPMENT

WORKFORCE PLANNING CURRENCY of SKILLS

• Tell IBMers which skills are strategic, what we know about their expertise based on inference, and why it matters

• Integrate skills into performance management

• Recognize and motivate IBMers for achievements and contributions through credentials

• Enhance the personalized experience of enterprise tools

• Provide consumable reporting and insights for decision-makers

• Use credentials as a currency of skills internally and externally

• Provide a structured, repeatable, and auditable approach to identifying depth and breadth of expertise

• Use Role/Specialty as the consistent means of identifying

an IBMer’s primary role

• Identify skills needed for the future

CONTINUOUS DEVELOPMENT

Expertise – Where We Are Heading Globally

2

© 2015 IBM Corporation

Be Known. Be Found. Be an Expert

Expertise@IBMCULTURE OF SKILLS

© 2015 IBM Corporation

2015 Career Conversations Campaign

4

Key Messages for 2015:

As our business rapidly transforms, we must continuously develop ourselves and explore new opportunities as fresh areas of expertise emerge and new roles become strategic.

It is essential that we reflect on our strategic skills and how these skills align with IBM’s business priorities.

We must seek creative and meaningful ways to connect IBMers to new opportunities in the IBM ecosystem (within IBM or with a client, business partner, supplier, etc) that create value for our industry.

• Schedule a career discussion with your manager

• Review the IBMer’s Guide to Career Conversations

• Reflect on your strengths and your career goals

• Consider your manager’s feedback and develop a plan to achieve your goals

• Update career goals in IBM CareerSmart

Expectations of the IBMer

• Review Career Conversations at IBM guide to structure the conversation and provide meaningful feedback

• Evaluate how your team member’s skills align to IBM’s strategy and consider opportunities for growth

• Provide feedback on performance and recommend actions to build strategic skills

• Share insights in the Manager Development Community

Expectations of the Manager

© 2015 IBM Corporation

Career framework

5

Use Career Framework to build and demonstrate client‐valued capabilities

© 2015 IBM Corporation

Be Known. Be Found. Be an Expert

Expertise@IBMCONTINUOUS DEVELOPMENT

© Copyright IBM Corporation 2011

Internal

Education

Useful Sources

Expertise

Sharing

External

Learning

Most Popular

Learning

Your

Competencies

Your Options

Your

Capabilities

IBM Support

THINK40

Mentoring

Communities

THINK40

We must generate profitable revenue growth through differentiated client experiences: IBMers

differentiate IBM through our expertise, innovation and client-centricity

"I want you to self-initiate 40 hours of professional development

every year, minimum. IBM will enable it, but you have to initiate it”

Ginni Rommetti.

We must evolve as IBMers by

continually developing our skills

and expertise - IBM is committed

to support IBMer professional

excellence

© 2015 IBM Corporation“Click & Learn “

Explore Learning from IBM Universities

PM University

Smarter Analytics University

Big Data University

Global Industry Learning

Social Business University

Gateway to Technical Leadership

Smarter Commerce University

Cloud University

BAO Enterprise University

GPS University

© 2015 IBM Corporation

Be Known. Be Found. Be an Expert

Expertise@IBM

WORKFORCE PLANNING

© 2015 IBM Corporation

The Skills Value Framework consists of two dimensions which are used to systematically re-mix the workforce to growth skills.

Scarce

Balanced

Saturated

Decline Maintain Grow

• Scarce - Skill demand is expected to outstrip supply over the next

12 months resulting in contention for skills and higher attrition risk

• Balanced – Skill supply/demand is largely balanced and industry-

normal attrition levels can be expected

• Saturated – Skill supply is readily available suggesting wage

depression and lower levels of attrition

Definitions

• Decline – Net skill capacity will decrease in headcount by over >10%

• Maintain – Net skill capacity will be stable in the next 12 months

• Growth – Net skill capacity will increase by >10%

Definitions

• Market specific (e.g. IMT/Country)

• Business unit agnostic

• Science (analytics, benchmarks) and SME judgment

Overview

• Specific to: Business Unit, Geography (IMT/Country),

Workforce (Delivery Center, Domestic)

• Aligns with unit financial plan

• 12 month outlook, quarterly refresh

Overview

Implementation Considerations

• Planning on both dimensions is performed

at the ‘role and specialty’ level

• HR develops and maintains the Market Skill

Position for key markets

• BUs develop and maintain the BU Skill

Strategy

• HR develops an approach for aggregating

data for both dimensions and providing

reporting capabilities.

IBM’s Skills Value Framework

Business Unit Skill Strategy

Ma

rke

t Sk

ill Po

sitio

n

© 2015 IBM Corporation

Sales leaders have established expected industry expertise levels for sellers across segments and bands.

Principles used to establish industry skill depth

expectations:

• Industry segment requires the highest level of industry mastery

across all bands

• Enterprise segment will also have industry depth expectations,

though will not be as high as for the Industry segment

• Sellers aligned to Industry Contained within Enterprise (ICE)

accounts will have the same skill mastery expectations as

Industry segment sellers

• Mid-Market/Digital (future Commercial) segment will also have

industry expertise expectations

Band

Segment 6 7 8 9 10 Executive

Industry / ICE Acquired Applied Mastered Mastered Innovative

Leader

Innovative

Leader

Enterprise None Acquired Applied Mastered Mastered Innovative

Leader

Commercial/

Mid-Market

None Acquired Applied Applied Mastered Innovative

Leader

Digital None Acquired Applied Applied Applied Applied

Acquired Applied

The employee has gained

knowledge of the subject through

formal or informal education,

training, mentoring, experience or

other skill development activities

and has limited, if any, application

of the skills.

The employee has repeated,

successful application of skills

with demonstrable results.

Mastered Innovative Leader

The employee has comprehensive,

in-depth knowledge of the subject

and extensive successful

applications of the skill, often using

this knowledge to influence senior

executives. The employee has

demonstrated the ability to mentor,

teach and led the application of the

skill and function as a subject

matter expert.

Innovative leaders have earned

reputations as both masters and

innovators, internally and/or

externally in their skill area. Their

help is sought to build by C-Suite

executives to implement novel

solutions to exceptionally difficult

and complex challenges – for

IBM, clients or society at large.

Industry Proficiency Expectations Matrix

Proficiency Level Descriptions

Sales Leaders validated expectation levels

S&D Non-Brand

© 2015 IBM Corporation

TARGETED INDUSTRY LEARNING

Industry 101 ($1.5K)

Virtual program with leading IBM SMEsOptional: Externally delivered industry program or

conference

Industry Plus! Workshop ($3K)

Financial. Insight and Consultative SellingOptional: Industry conference ($1.5K) Business and Industry Insight ($5K)

Immersive Industry Learning Lab ($4K)

PLUS: Industry conference ($1.5K for 20%)Optional: Maestro ($8K)

PERFORMANCE OUTCOMES

KNOWLEDGE APPLIED Describe how industry trends impact a client’s

business Relate client needs to industry processes, KPIs. Describe how IBM industry solutions work in

the client’s business to meet their needs Provide IBM industry references, proof points

VALUE Offer insights informed by IBM’s industry point

of view and knowledge of client’s business. Present an industry-relevant financial business

case Describe how IBM solutions will work in the

client’s business and create desired outcomes. Use demos and case studies to prove real

solution value

COCREATION Present business model strategies for market

disruption and leadership Lead with a bold vision for IBM solution-

enabled transformation Present a compelling business case for

transformation Mobilize client stakeholders to gain broad-

based consensus

Marketing Enablement and Online Learning for All Sellers

• Know Your Industry (incl. external industry modules)• Think Industry (incl. POVs)

• Smarter Selling Industry AcademyPlus

Industry Hubs, community calls

$ $$ $$$

2016 Industry Learning Investment Strategy for Sellers

Sellers progress a client opportunity Sellers advance IBM value

Sellers co-create a transformationalvision and business case for their client

* Without travel12

Achieving Industry Mastery

© 2015 IBM Corporation

Be Known. Be Found. Be an Expert

Expertise@IBM

CURRENCY of SKILLS

© 2015 IBM Corporation

Expertise Manager – Overview and key features

• Expertise Manager provides

IBMers the ability to see their

inferred skill levels and

validate or change them

• This transparency is core to

the IBMer’s experience of

skills as a currency

Key features include:

• Display of inferred expertise levels based

on Job Role and Job Role Skill Set

• Ability to confirm or change inferred level

• Ability for IBMers add skills to their profile

• Development recommendations related to

the IBMer’s skills

• Highlight of skills that are strategic to the

business

• Mobile experience on tablets or smart

phones via Android or iOS

• Guidance that inferred expertise is used

to manage IBM’s business and workforce

© 2015 IBM Corporation

Expertise Manager - Preview

See what skill levels have been inferred

Confirm or change the skill level as

appropriate

Add a new skill if needed

Tell us your skill level

© 2015 IBM Corporation

Expertise@IBM improves how employees, and their colleagues and IBM understand the depth

and breadth of one`s expertise based on work-related activity using data analytics

16

© 2015 IBM Corporation

Search and find expertise

17

IBM Expertise and Connections Profiles make

it easier to share what you are known for.

All IBMers should update these key features in

their Connections Profile to showcase

expertise and ensure they can find, and be

found, via an IBM Expertise search when

needed.

#ExpertNeeded and #ThankYouExpert

When searching for expertise or thanking

experts

#IBMExpertise when sharing your

experience using the IBM Expertise mobile

app

Connections Profile is the primary way to surface the expertise

© 2015 IBM Corporation

Actionable insights

18

Enhance Career Smart to provide IBMers with a

visualization to Career Pathways of others like them,

customized recommendations for learning and

experience to prepare for the next step in their careers,

and personalized job recommendations to available

openings in Global Opportunity Marketplace.

© 2015 IBM Corporation19

Blue Matching – Learn About Your Potential Job Matches

What is Blue Matching?

Blue Matching is a CareerSmart service

that automatically connects IBMers with

up to 10 currently available opportunities

in GOM by simply “opting in”!

A great way to prepare for Career

Conversations!

Blue Matching leverages employee & job

information through matching rules to create

personalized matches to potential jobs

What’s in it for you?

More targeted job applications *

1.5 - 2x interviews *

3 - 5x offers *

Better informed career

conversations

* Employee Top 10 potential job matches compared to a control group

How do you sign up?

© 2015 IBM Corporation

Blue Matching…

Is…

•An analytical solution that creates a list

of potential job matches from open

positions in Global Opportunity

Marketplace (GOM).

•A portal into open positions within IBM

•Updated weekly, sending subscribers a

report of up to 10 of the most relevant

potential job matches currently in GOM.

Is not…

•A replacement for searching job

openings within Global Opportunity

Marketplace (GOM).

•A recommendation that you should

move from your current role/position.

•A job offer.

© 2015 IBM Corporation

What’s the process?

Blue Matching leverages IBMer & job information through matching

rules to create potential job matches.

GOM = Global Opportunity Marketplace, IBM’s job posting system

Opt in to Blue

Matching via

CareerSmart

Analytics

algorithms

compare your

data with open

positions in

GOM*

Review your

Potential Job

Matches

report in

CareerSmart

If you see a

position that

interests you,

discuss with

your manager

Apply for

position using

normal GOM

processes.

© 2015 IBM Corporation

CULTURE OF SKILLS

WORKFORCE PLANNING CURRENCY of SKILLS

CONTINUOUS DEVELOPMENT

TRANSPARENCY & ENGAGEMENT

for IBMers and their managers

© 2015 IBM Corporation

What can you do?

What do you want

to do?

What have you

done?

Traits

IMPACT

Career Development

Efficiency and Effectiveness

Succession Planning

Reduced TurnoverIndividualized Learning

Performance Management

REPLACING PARTIAL JUDGMENT WITH MORE COMPLETE INSIGHTS

© 2015 IBM Corporation

Selection and Assessment Solutions Holistically Assess IBM Candidates

Fit Interviews

IBM’s foundational strength in assessment – used across

most jobs globally – has been cognitive ability

Personality assessment has allowed us to add prediction

over and above cognitive ability – maximized with

personality profiles by job category and organization

segment

e.g. Consultants: Ambition, Awareness, Drive,

Flexibility, Sensitivity

e.g. Specialist Developer: Awareness, Conceptual,

Conscientiousnes, Mastery, Positivity, Influence,

e.g. Seller: Assertiveness, Conscientiousness,

Drive, Humility, Positivity, Sensitivity,

Adding interviews and skill assessment (e.g., coding) later

in the hiring process allow us to evaluate the whole person

and fit with the role

Cognitive

Personality

Assessments work together to evaluate the whole person and help ensure success as a new hire