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Managing workforce diversity at IBM: A global HR topic that has arrived
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2005
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Hr TeamMultigenerational WorkforceGlobal CompaniesInternational Human Resource ManagementEducationHuman Resource ManagementOrganizational BehaviorWork ManagementManagementCultural DiversityDiversity SensitivityHuman Resource DevelopmentEmployee RelationInternational ManagementGlobal Hr TopicDiversity In WorkforceOrganizational CommunicationWorkforce DevelopmentBusinessGenerational DiversityWorkforce Diversity
Global firms must look to the future, with CEOs, senior leaders, and diversity heads driving success, and workforce diversity requires partnership rather than delegation. The study aims to enable talented people to contribute at the highest level by creating a workplace free of discrimination and harassment and full of opportunity for all. The company achieves this by insisting on a workplace that is free of discrimination and harassment and full of opportunity for all people. © 2005 Wiley Periodicals, Inc.
To be successful, global companies must continue to look toward the future, and CEOs, senior line and HR management, and diversity leaders play a key role in that process. Workforce diversity cannot be delegated; it must be a partnership. Although the HR team plays the key staff role, total delegation from the top, without active involvement, is a recipe for failure. IBM considers diversity a business imperative as fundamental as delivering superior technologies in the marketplace. To ensure that talented people can contribute at the highest possible level, the company insists on a workplace that is free of discrimination and harassment and full of opportunity for all people. © 2005 Wiley Periodicals, Inc.