IBM Design: a place for people who like talking about design - werkgeversreview User Experience Designer bij IBM

1,0
14 mrt 2015
Aanbevelen
Goedkeuring directeur
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Pluspunten

Decent pay, good vacation and benefits, great work/life balance. Your peers are generally friendly and competent, but the best people are leaving and nepotism is rampant. Which brings me to...

Minpunten

If you're being recruited to IBM Design, you'll probably be told about all sorts of amazing projects you can work on at IBM. You will be wined and dined and told how you are going to be part of a major movement to bring design to the forefront of this formerly iconic company. If you accept their offer, you will participate in a 3 month long Design Camp which is supposed to prepare you for working in one of the big projects at IBM. At the end of Design Camp comes "Deployment," which reminded me a lot of the sorting hat scene from Harry Potter. Basically, the senior leadership locks themselves in a room for a week and secretly decide your fate (I kid you not, they even put big pieces of paper over the windows so nobody can see what's going on inside). At the end of it all, they read off people's names and which projects they are being deployed to as part of a big public event. You have NO input on where you will be placed and, unless you are really good at sucking up to the leadership, most people get put on horribly dysfunctional teams working on boring projects they certainly didn't mention when they were recruiting you. Once you are on a project it is virtually impossible to leave before you've put in a full year at the company. At that point, people are faced with the choice of schmoozing their way into a better project or leaving IBM altogether (I chose the latter and could not be happier). IBM Design, which was started with the goal of changing the culture at IBM, is really just a microcosm of what's wrong with the company in general: -Rampant nepotism and favoritism in hiring and project placement (I've seen people review their own friends in the hiring process) -Total lack of meritocracy (people are judged not on their design talent but instead their talent to talk about design) -Seniority and cliques being more important than skills and talent (those who stay for more than a year or two are either totally risk-averse, more interested in being schmoozers than designers, or completely delusional) The only "culture" being created at IBM Design is one of sycophants and charlatans.

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5,0
20 apr 2026
Aanbevelen
Goedkeuring directeur
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Pluspunten

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
Aanbevelen
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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