Short-sighted company does not value its employees - werkgeversreview Software Engineer bij IBM

2,0
3 apr 2017
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The pay is not bad, nor are the benefits. IBM does not tolerate any form of discrimination or harassment at the workplace. For the most part, my first-line managers have been people-oriented and tried to look after their employees. The company works on a wide variety of things, and it is sometimes possible to move around to different areas if you want to try something new.

Minpunten

Working at IBM is something like an eternal game of Russian roulette, except with layoffs instead of bullets. I survived the layoffs for almost 20 years, but eventually my luck ran out (despite never receiving a bad rating). I am still with the company as of now, but my last day will be in the next 3 months. I have seen this happen to very talented employees many times during my years at the company. The layoffs are often determined by what project you happen to be working on at the time that the layoffs are done, rather than being determined by your skills or value to the company. Up until recently, IBM was very good about giving employees the flexibility to work from home or even to work purely remotely from other cities. Recently it was announced that this policy had ended and all employees were expected to be on site for all working hours. For some employees, there was no local IBM office where they could work. Those employees were told they would have to relocate closer to an IBM office or they would not be able to stay with the company. This was another case where very talented employees were essentially forced out of the company. For the past 10-15 years, it seems like the company tries to reinvent itself and entirely change directions every couple of years. But IBM never sees any of these strategies through. It tries them briefly, and if they do not pay immediate dividends, something new is attempted. On top of this, IBM has had a habit of always being late to the party. Only once cloud computing was well-established by IBM competitors did IBM start trying to get into the market, for example. It is very frustrating as a worker to feel like the company has no real direction or sense of strategy. It also often feels like the executives making the strategy decisions are too far removed from the reality of the business. IBM has many layers of management between the regular employees and the executives that make the decisions. Finally, and I imagine this is probably true of many large corporations, IBM treats its employees in a very schizophrenic manner. When a project is behind schedule or high priority, IBM management tells its employees that we are a family, a team, and we all should pull together, work extra hours, go the extra mile, etc, to see the project to completion. However, when IBM decides that they need to cut costs, they'll have one of their frequent layoffs (except they will only refer to them as "resource actions", the same way downsizing to them is "right-sizing"). And when the layoffs happen IBM management makes it clear that this is a business and these things happen. Wait, what happened to being a team and a family?

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Reactie van IBM
9y
Thank you for your comments. As with any transformation, we’re prioritizing investments in areas that are aligned with client demand. For example, we’re investing $500 million in employee professional development each year. We’d like to offer clarification around your point on bringing some employees into labs and sites to join the many colleagues already there. We remain firmly committed to workplace flexibility. The nature of the work that many of us do is changing. For example, we’ve adopted agile practices and IBM Design Thinking, and are co-creating with our clients. This lends itself to coming together in the same workplace for faster outcomes, particularly for developers and marketing professionals. We also see higher levels of employee engagement where IBMers get to work together face-to-face, particularly for the many new IBMers we’ve hired over the past two years.

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5,0
20 apr 2026
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Goedkeuring directeur
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You can find good mentorship since many people stay for a long time.

Minpunten

Onboarding process and goals from HR are inconsistent.

4,0
26 aug 2014
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Goedkeuring directeur
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Pluspunten

Disclaimer: A lot of what I'm writing below of course depends on the work area and management chain. But I found this to be fairly pervasive policies in IBM in my 9+ years with the company. 1. IBM's policies and management are very flexible when it comes to working remotely or accommodating various life situations (sick days, doctor visits, etc.). Management is encouraged to measure an employee by their work and impact, and not by hours spent at their office. 2. Great colleagues! Though unfortunately, many have been leaving due to the instability of IBM's HW development business. 3. At least in my area, there's a high level of flexibility on which projects should I undertake based on my and my management assessment of business impact.

Minpunten

1. Unfortunately, IBM still uses the "normal distribution" rating system, where at the end of the year each employee is ranked as a top contributor (5%), above average contributor (15%), average contributor (~75%), and bottom contributor (5%). This curve is difficult to apply in the R&D world, where you may have many members of the team working long and hard hours, and end up being "average contributors" at the end of the year, because there just isn't room for all to be top contributors. 2. The above may not be so disturbing, if only IBM didn't practically cancelled all raises, performance bonuses and incentive for the non top-performers. I've had a consistent "above average" rating in the last 4-5 years, and my raise and performance bonus were ridiculous mere 1.5-2% of my salary. Were I rated "average contributor" I would have gotten NOTHING. So you can imagine that people can go year after year without any raise to their salary. From talking to manager friend, this is IBM's way to eliminate the non-top-performers without having to fire them, as part of its direction of reducing US manpower. 3. Hiring freeze in many areas - again, as part of IBM's attempt to reduce its workforce across North America and Europe we see many jobs move to the India and Far East markets. This is of course upsetting to see local teams shrink and disappear, especially when many great local IBM colleagues and experts begin to drop out. From my experience thus far working with India SW teams - they are still very far away from the standards I would have expected from US and Europe based teams. 4. Poor top down communication about company's and divisions' future. Employees learn from rumors and news websites what's about to come...

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Reactie van IBM
10y
Thanks for sharing your experience, and we're glad that you've had a positive experience working with talented colleagues and taking advantage of IBM's programs. IBM is in the midst of a major transformation, --our Systems business is going through its own changes to strengthen competitiveness. Change is never easy. As part of our transformation, we just launched a whole new approach for how we are coaching employees, delivering feedback and managing reviews. No distribution guidelines or what some think of as 'stacked rankings." What's particularly great is that this was co-designed with our employee base from all over the world... to the tune of hundreds of thousands of page views, comments, on-line debates and discussions. IBMers even named the new system Checkpoint, to reflect the regular feedback rituals we're adopting. Managers are more empowered with the new methodology to help them acknowledge the great work of their teams and help their employees develop professionally. These steps and more are showing up in our employee surveys as well. So IBMers are feeling the change. We are confident these changes will help us in continuing to attract and retain great talent.
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