IBM Talent Acquisition
Organizational Culture Change and Digital Reinvention
A candidate relationship management (CRM) program is a hybrid marketing-recruiting tool that helps you:
SOURCE AND ATTRACT TALENT
FILL CURRENT NEEDS
PLAN YOUR WORKFORCE
An aspirational culture is essential to your organization’s success. For top-performing companies, a clearly defined aspirational culture includes these characteristics:
Achieving an aspirational culture is the single most critical success factor for strategic HR transformation and digital reinvention—a reimagining of your strategy, operations, workforce and technology. Your organizational culture cannot be static. As you embark on a digital reinvention journey, at the heart of that transformation is continuous and accelerated culture change.
Changing your culture is not a one-time event that involves an employee survey or a new foosball table in the break room. Culture change must be a deliberate effort to redefine how people think, feel and act to drive business success.
Support Business Goals
One of the biggest mistakes organizations make when using a CRM is not identifying the pertinent data they need to collect or knowing how to capture it. IBM consulting services can guide your organization on configuring a CRM to support the broader needs of your talent acquisition team and overall business goals.
Adhere to personal data collection and storage regulations
Ready to begin your culture and digital transformation? Discover how IBM can help.
Collect relevant data for required people and work skills
Support short-term and long-term
Real-time and historical data comparisons
Calculate the efficiency and ROI
of recruitment activities
Invited to apply and sent to ATS
Only 10 percent of HR leaders are confident their organizations understand the culture they currently have, as opposed to the one they want*.
The problem for many organizations is that their current culture is not:
• Aligned with their strategic aspirations
• Defined or articulated within the business
• Measured in terms of values, beliefs and behaviors
• Leveraged in the recruitment of new talent
This results in either a lack of action due to uncertainty, resulting in talk and planning without clear direction, or too many activities that are not tied to a specific desired business outcome.
Understand the Culture You Have
The current reality
The four dimensions of organizational culture collectively determine how employees experience it.
Mind-set — what employees think
Values — what employees feel
Behaviors — what employees do
Tangible — what employees see
*National Association of Corporate Directors’ 2017-2018 Public Company Governance Survey
The IBM Framework for Culture Change
Organizations need a comprehensive, actionable plan to define, measure and deploy a culture that drives business results. IBM’s role is to help your company create a culture definition and measurement capability to enable your transformational journey.
We do that through our eight-step Framework for Continuous and Accelerated Culture Change, which can be applied at both the enterprise and business unit level.
Measure and quantify the current culture, track improvement over time and link it to a scorecard
Engage and involve leaders
Implement broader, more strategic HR process strategies (for example, in recruiting, talent management and learning)
Monitor and reinforce
Through this framework we can:
A Business Case for Culture Transformation
The long-term, project-oriented nature of one IBM client in the aerospace industry has resulted in a well-defined, successful culture that is inclusive of a diverse employee population. Here's what happened:
High-level leaders identified culture as an essential asset to performance. Changes in competition, the needs and desires of future employees, and internal changes could pose a threat to a culture that has helped to attract and retain the best and the brightest.
IBM focused on understanding the key elements of the current culture, and then worked toward an aspirational culture in order to preserve the energy and commitment of the workforce. We interviewed employees and invited everyone to complete a structured survey. In addition, we performed detailed qualitative and quantitative analysis to understand the culture and the perceived key threats.
Specific actions were taken to build on the key strengths of the organization. IBM developed a new Employee Value Proposition to use in recruiting, shaping the employee experience, improving performance and decreasing turnover.
APPROACH & ACTION
Create a culture that
drives business success
To get started on realizing your aspirational culture, begin with these three steps:
Stop avoiding the difficult topic of culture. Be willing to explore and make radical changes in your organization.
Create the building blocks. Formulate a clear vision of your aspirational culture progression. Define in terms of values, mind-set, behaviors and the tangible. Drive discussion and dialog across the enterprise to ensure understanding.
Know where you are. Identify the elements or dimensions that are present or lacking in your current culture. Analyze your strategy and competitive landscape and determine which cultural elements will enable success.