Mobile Working and Work Life Balance

1. Mobile Working and Work Life Balance Peter Bays UKISA Mobility and End User Deployment Manager 16th October 2007

2. Agenda • Why is mobile and flexible working important • The workplace is changing • Employee provisioning strategy • Organisations are changing • Recent lessons learnt • The challenges • The benefits

3. Why is mobile working important? Mobile Working creates Flexibility and at IBM it is a competitive business asset. It helps us attract and retain critical talent and increase effectiveness, focus and productivity. Increased flexibility in where, when, and how work gets done is changing the modern workplace. • Over 115,000 mobile employees worldwide • Major initiatives have saved 78 million square feet To respond to this, IBM has established global standards for managing employee work environments (ePlace), a formal process to understanding the level of mobility of our employees (WPI & Job Segmentation) and linking this data with the provision of IT tools.

4. Why is flexibility important? It matters to our people It matters to our people: • It is among the top 5 HR differentiators for IBM • Key reason for choosing to come to IBM • Key reason for remaining with IBM • It is a critical expectation for “next generation” talent • It is a critical to our ability to advance women It matters to our customers It matters to our customers: • It is an essential element in IBM’s external brand • Many of them are struggling with these issues • It provides a meaningful competitive differentiator “Today, more than 85 percent of a typical S&P 500 company’s market value is the result of intangible assets. For many companies,the bulk of these intangible assets is its people, its human capital. It is no longer what you own that counts but what you know…”— Craig Symons, Forrester Research, Inc.

5. Worklife Integration • As a society, we are increasingly demanding a ‘better’ balance between work and life. We want to enjoy a challenging work role, but also fulfil other aspirations in our lives outside of work. For many, working flexibly gives the opportunity to meet needs previously considered as conflicting i.e. those of work life and personal life. • Visualise a workplace where you feel in control, you know what is important and focus on high-impact activities. Imagine an environment where you balance the demands of personal and professional life and schedule your priorities and honour commitments. Studies in IBM and elsewhere show that employees who balance their personal and professional lives feel more in control, achieve more, and become more proactive. This helps them and their team to be more productive. • IBM is committed to creating a supportive flexible work environment, allowing employees more flexibility and control over how, where and when their work gets done. Reduced Hours, Annualised Hours / Term time contracts, Jobshare, Compressed hours, Home working, Mobile working.

6. The workplace is changing Now we can work any time, any place,challenges remain… People Productivity Isolation Collaboration In the past, people had to go to office complexes to be near the filing cabinets and each other. The "office" is now being discarded in favor of an “e-workplace” Innovation Coordination Team Productivity Organisational Productivity

7. Transformation pain zone • Controlled • Stand alone • Desks • Fixed place • Single use • Personal boundary • Space boundaries • Status offices • Paper storage • Mine to have • Empowered • Networked • Portable pc's • Any place • Multiple use • Team space • Flexible spaces • Team assets • Electronic • Ours to share Current state Future state Pain Zone

8. A holistic approach to mobility Cultural Change Management • How to communicate the change to our employees? • What programs need to be in place to facilitate the cultural shift? • Are changes to job descriptions and compensation required? • What education and training is required? Mobile Tools • What tools does a mobile work need? • What changes do we need to make to our intranet and knowledge databases? • How do I select a single access number? • What new communication tools are required? Business Case • What is the business justification for going mobile? • What would the cost savings be? • How much will the implementation cost? Processes • How will our core business processes be affected? • How will employees receive their mail, access client files, etc.? Infrastructure Services • What changes to the HelpDesk need to be made for mobile workers? • How do I provide hardware support for mobile workers? • Can my network support remote access? • How do I perform software distribution to mobile workers? Policies • What offices should close? • What expenses should be covered? • What changes to HR policies should be made?

9. Employee provisioning • Guiding principles: • Global consistency Eligibility is not Entitlement • Segmentation enables: • Alignment of tools and services • Improves planning and services buying power • Definition of Roles-based Segments is driven by a number of factors (including): • Revenue responsibility • Degree and type of remote work • Segmentation considers: organization, job role, primary workplace environment

10. Organisations are changing From Hierarchies … to Teams … and Networked Communities • Informal Work Domains: • Common Interests • Self Motivated • Innovative, Unconstrained • Expertise Networks • Knowledge Communities • Outside organisational boundaries • Open membership • Formal Work Domains: • Operations, Performance Mgmt • Human Resources • Geographical Divisions • Procurement, Marketing,Sales, Manufacturing, … • Define organisational boundaries • Rigid, Hard to Change • Defined Work Domains: • Virtual Teams • Organised • Task Oriented • Problem Solving • Communities of Practice • Cross organisational boundaries • Closed membership

11. O’Brien Stock Shapiro Shapiro Paine Paine Cohen Cohen Cole Cole Jones Kelly Andrews Andrews Smith Miller Miller Hughes Hughes Williams Williams Cross Hussain Hussain Taylor Taylor Ramirez Bell Bell Moore Sen The organisation is changing driving social software From Hierarchies … and Teams … to Networked Communities Exploration & Production Senior Vice President Jones Extended Community who leverage Cole’s knowledge to do their jobs ExplorationsWilliams DrillingTaylor ProductionStock G & GCohen PetrophysicalCross ProductionO’Brien ReservoirShapiro Sen Moore Paine Smith Andrews Hughes Miller Ramirez The Challenges: • How to extend that community? • How to help the community tooperate more effectively? • How to better leverage Cole’sknowledge & skills? • How to capture Cole’s knowledgefor the future? Bell Cole Hussain Kelly Social Network Analysis

12. Social Networks: From Human Capital to Social Capital Whereas physical capital refers to physical objects and human capital refers to the properties of individuals, social capital refers to connections among individuals – social networks and the norms of reciprocity and trustworthiness that arise from them. … A society of many virtuous but isolated individuals is not necessarily rich in social capital. Better knowledge sharing, due to established trust relationships, common frames of reference, and shared goals Lower transaction costs, due to a high level of trust and a cooperative spirit (both within the organization and between the organization and its customers and partners)

13. Recent lessons learnt • Executive sponsorship is essential. They must be involved, effective and have a willingness to use their authority to support the goals of the project. • Ensure consistent organisational messages – site consolidation teams promoting mobile working need to be aligned with the business units and funding. • A Stakeholder assessment will add value to the project by understanding the degree they can influence or impact the project. • A communication plan is necessary to manage the delivery of information. Managers as well as employees may require significant support. • Mobile working is not for everyone. • Service desk and way finding solution is a key to success in larger locations. • Insufficient meeting rooms provided – People come in more to team than work • Home working gives more power to the individual – when and how they work. Careful consideration needed with respect to loss of Management control? • Need for ongoing Management training on new working practices • Enabling technology is vital, particularly the telephone system

14. 2007 Global work/life survey - key findings • IBM Work/Life Strategy is working • Dramatic increase in work-at-home • Improvement in the acceptance and impact of flexibility • Reduction in employees reporting work/life difficulty • Continued positive trending of work/life indices • Perception of unnecessary work has stabilized • A “New Normal” workplace has evolved • 73% of managers have remote employees • Workload continues to be high; inefficient processes get in the way • Greater work/life integration is associated with increased workplace effectiveness & improved staff retention • Focus Areas for future • Continued demand for flexibility - where/when work gets done • Continued training to address management support • Need for Dependent Care support - especially elder care

15. Employee Resistance Why should I buy in? How will I be kept in the loop? How will I stay visible and get promoted? Management Resistance How do I know employees are working? How will I foster team spirit? How do I get the word out to everyone consistently? Critical Success Factors Cross functional team (HR, RE & IT) Major technology investment and commitment Just-in-time education Standardization Executive & management sponsorship, training and support Focus on communication and teamwork IT’S A MAJOR CULTURAL CHANGE! There were many challenges during implementation and change management was a key requirement.

16. Benefits of working flexibility • A balance between work and personal responsibilities • A better balance and improved flexibility both inside and outside of work • The opportunity to combine domestic commitments with a career • Increased job satisfaction, motivation and commitment • Reduced pressure when personal commitments clash with normal working hours • A saving of money, inconvenience and time commuting • A more efficient approach to work • Better health / less stress • Greater opportunity for personal development

17. BACK-UP

18. Sustainability journey

19. Work place indicator M – Mobile: These employees work on customer sites, different business locations and/or at home and they do not have an allocated desk. T – Transition to mobile: These employees are mobile and need a full set of mobile tools, however also have a desk allocated until they become fully mobile. H – Home workers: These employees work from their home 80% or more each week. They do not have an allocated desk. C – Customer location: These employees work primarily on customer sites and do not have an allocated desk. S – Static: These employees have an allocated desk at a specific business location. N – Non traditional: These employees work within an IBM location such as manufacturing and warehouse

20. Summary of tools

21. Summary of tools

22. Mobile Working – Drivers Mobile workers are beginning to represent a significant percentage of the European workforce Percentage of employees who are mobile workers Note: Countries with less than 10% of mobile workers include: Italy, Lithuania, Bulgaria, Luxembourg, Spain, Czech Republic, Slovakia, Hungary, Portugal and Romania Source: Statistical Indicators – Benchmarking the Information Society at www.sibis-eu.org/statistics/data/4-34.htm

23. Mobile Working – Drivers Further, there is significant interest among many European employees to work remotely in some fashion Percentage of employed population who are interested in some form of remote working Note: Countries with 60% or less interested employees include: Spain, Hungary, Lithuania, Poland, France, Greece and Portugal Source: Statistical Indicators – Benchmarking the Information Society at www.sibis-eu.org/statistics/data/4-35.htm

24. Climate Protection Between 1990 and 2005, IBM avoided more than 8.98 million metric tons of CO2 emissions by conserving a cumulative 17.2 billion kWh of electricity through energy conservation. Total savings from energy management in 2005 was $22.9 million. IBM has been able to contract for approximately 175,000 MWh of renewable energy in the U.K., which has increased IBM’s worldwide direct purchases of renewable energy to more than 200,000 MWh for 2006. In the United States alone, our work-at-home program conserved more than 5 million gallons of fuel and avoided more than 50,000 tons of CO2 emissions last year. In France and Belgium, programs to offer fuel-efficient vehicles have resulted in more than 95 percent of 2,600 leased vehicles emitting 140 gm of CO2/km or less. A similar program is being offered in the United Kingdom.

25. IBM Demographics – Europe, Middle East and Africa • 120K housed employees • 28msf of accommodation (70% Office) • 45 Countries • 600 Locations • 750 Buildings • Fully outsourced FM • Over 115,000 mobile employees worldwide • mobility centers saved 2 million square feet and 7,500 workspaces

26. How mobile is IBM in the UK? IBM full time employees, June 2007 data

27. Software Group – Collaboration Strategy Our experiences with social software at IBM Profiles IBM’s internal BluePages application provided the basis for Profiles. BluePages holds 475,000 profiles and serves 3.5 million searches per week. It is the hub of both user requests and all app authentication for IBM. Communities IBM Community Map hosts 700 communities. IBM Forums hold 36,000 entries. Blogs IBM’s BlogCentral hosts 27,300 weblogs (420 group blogs) with 62,000 entries and 60,000 comments, and 10,800 distinct tags. Bookmarks IBM’s internal Dogear system has 185,000 links from 3,425 users. One-third are intranet links and only 2.5% are private. Activities IBM’s internal Activities service has seen all content and usage statistics grow by 2.5x over the second half of 2006 to 10,000 activities, 60,000 entries and 32,000 users.

28. Who can ask for flexible working? Anyone can ask their employer for flexible work arrangements, but the government has introduced a statutory right in order to encourage applications. Provided you are an employee (but not an agency worker or in the armed forces) and have worked for your employer for 26 weeks continuously before applying, you have the statutory right to ask if you: have a child under six or a disabled child under 18 are responsible for the child as a parent/guardian/special guardian/foster parent/private foster carer or as the holder of a residence order are the spouse, partner or civil partner of one of these and are applying to care for the child From 6 April 2007, you also have the statutory right if you: are a carer who cares, or expects to be caring, for a spouse, partner, civil partner or relative or who lives at the same address as the person being cared for If you are a carer thinking about applying for your right to request flexible working short workshops are taking place around the country.