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Highlights—May 31, 2008

  • CNN/Money: IBM Opens New Global Delivery Center in Pune, India. Excerpts: IBM today inaugurated a new Global Delivery Center (GDC) in Pune to provide clients worldwide with business consulting and application services. This is IBM Global Business Services' (GBS) fourth site in Pune, and it will expand the scope of business and technology expertise already available to clients through its globally integrated network of delivery centers.

    The Pune site joins IBM's network of 20 business consulting and application services centers located in eight countries around the world. These centers, which utilize world-class tools and automation technologies from IBM Research, are established as 'centers of excellence' with professionals who are uniquely skilled and equipped to serve client needs by industry. This globally integrated approach provides the fundamental underpinning for IBM Global Business Services, enabling the company to define the professional services industry with its clients. ...

    "As a globally integrated company, IBM leads in high-value creation and services delivery driven by our strategy of doing the right tasks, with the right skills, in the right places. Our new facility in Pune will further augment our globally integrated delivery network, providing clients with differentiated solutions to help them innovate and transform their businesses," said Rajesh Nambiar, Vice President and General Manager, Global Delivery, IBM India, "Pune has a rich pool of engineering talent and provides a very conducive environment for technology development. This makes a compelling case for locating our new center in Pune," he added further. ...

    IBM also announced a new Language Translation Services Center (LTSC) in the Pune facility as part of its strategy to address increasing demand from clients in Europe for non-English language skills. The Pune center's LTSC will offer a full scope of quality language translation services for clients and professionals at other IBM global delivery centers. This includes assisting with document translations -- such as emails, web pages, contracts, etc. -- from French, German, Italian and Spanish to English, allowing for more improved and efficient communication between clients and employees around the world. More LTSC sites will open at other global delivery center sites in Asia and Europe later this year.

  • CNN/Money: IBM Opens 7th Client Center in Russia. Part of the Company's Global Focus on Growth Markets. Excerpt: IBM today announced the opening of a client center in the city of Perm in the Russian Federation as part of the company's regional expansion. The center, which is IBM's 7th in Russia, is aimed at supporting its customers and business partners in the Perm region of Russia. IBM is actively investing in hiring and training new staff, establishing new centers of competence and supporting the education of local business partners across the country. Last year, IBM opened client centers in St. Petersburg, Kazan, Rostov-on-Don, Samara and Novosibirsk. IBM's Russian operation is headquartered in Moscow where IBM has been present for 35 years.
  • Los Angeles Times: Fair is fair -- but pensions for executives often aren't. By David Lazarus. Excerpts: Does your job guarantee you a pension for your retirement? Mine doesn't, and if you're like most private-sector workers, your pension plan is either crumbling around you or has been replaced with a 401(k) program, which may or may not receive a helping hand from your employer.

    Yet many if not most chief executives continue to enjoy lavish pension plans -- on top of their multimillion-dollar pay packages and sundry other perks. How can that be fair?

    The short answer, of course, is that it isn't. But fairness was never the point. This is about giving CEOs what they want, regardless of what's given to other company employees.

    "It's what the market is for these jobs," said Charles Tharp, executive vice president of policy for the Center on Executive Compensation, a think tank that was introduced this month to provide "a cohesive and reasoned corporate point of view" on executive pay.

    The center's funding comes from the HR Policy Assn., an organization of human resource executives at more than 250 companies, as well as individual corporations such as McDonald's Corp., Lockheed Martin Corp., IBM Corp. and General Mills Inc. ...

    By that reasoning, United Airlines was justified in giving Glenn Tilton a $4.5-million pension trust when he took over the ailing carrier in 2002. The money, United said at the time, was intended to compensate Tilton for the pension he was abandoning when he departed his former employer, then ChevronTexaco Corp.

    Losing his pension was clearly an important point for Tilton. Otherwise, the $4.5-million trust wouldn't have been included in his contract, which also featured a starting salary of $950,000, a $3-million signing bonus and 100,000 shares in United's parent company, UAL Corp.

    Just three months after he was hired, Tilton led United into Chapter 11 bankruptcy proceedings. In 2005, he terminated United's four employee pension plans, covering about 120,000 active and retired workers. It was the largest pension default in U.S. history, dumping about $5 billion in obligations on the government-run Pension Benefit Guaranty Corp.

    In 2006, when United emerged from bankruptcy, Tilton's total compensation was valued at almost $24 million. ...

    When it comes to pensions, the rule should be simple: The CEO gets what workers get. If workers are forced to forgo a pension because it's too expensive for the company, then the CEO also goes without. It's called leading by example. More CEOs ought to give it a try.

  • CNN/Money: IBM senior VP exercises options, sells shares. IBM Senior Vice President John E. Kelly III exercises options for 40,200 shares. Excerpt: A senior vice president of International Business Machines Corp. exercised options for 40,200 shares of common stock, according to Securities and Exchange Commission filings Tuesday. In Form 4s filed with the SEC, John E. Kelly III reported he exercised the options Friday for $88.96 apiece, and then sold 39,076 shares the same day for $124.06 to $124.43 apiece. (Editor's note: Mr. Kelly's same day gain from exercising his stock options was approximately $1,378,091.)
  • ZD-Net: Software industrialization: not so fast, Henry Ford. By Joe McKendrick. Excerpts: There’s been a lot of talk about IT and software “industrialization” lately — the idea that software development can be broken down into standardized, low-level, highly automated tasks that can mass produce applications on demand, at low cost. At IBM’s Pulse event last week, IBM Tivoli’s Al Zollar said that IT industrialization is the next great phase in information technology. (I’ve been trying to get either a transcript or recording of Zollar’s speech to get more details, but IBM hasn’t been able to produce one up yet — so all I have for now is a press release.)

    Nevertheless, there’s been thinking out there for some time that software development is evolving from a craft — painstakingly undertaken one project at a time — to a more of a mass production mode. How far along is that vision, and is it even an appropriate vision?

    Eric Newcomer has had some interesting things to say lately on the subject of IT and software industrialization. A few months back, he discussed whether the automobile analogy — a la Henry Ford’s assembly line — fit the mold for software creation today. He concludes that while companies continue to look for ways to squeeze costs and increase productivity, you simply can’t take a process as sophisticated as software development and break it down into low-level tasks that can be assumed by commodity priced outsourcing shops.

  • WashTech: The Other Cost Of Outsourcing - Part 1. H1B Visa Holders: Beneficiaries or Victims? By Priyanka Joshi. Excerpts: We see them changing the corporate and social scenes of cities and towns across America today. Guest workers, in the country on visas, are seen as the faces of globalization, frequently and not entirely incorrectly, snatching jobs from Americans right in their backyards. We see them, infuriated, discuss mission-critical issues in native tongues while home grown American workers continue to become minorities in such teams; See them living a lifestyle, that on the surface, looks better, if not at par, with yours.

    But did you know that guest workers continue to be exploited mercilessly by their recruiting companies as we speak? The H-1B visa holders aren't different from any other professionals in any other country, with their intent to provide for themselves and their families. They come to America with promises of well paying employment, intellectual stimulation and the stamp of a "Microsoft" or a "Google" on their resumes, hoping to catapult their careers to the next level. While the locals see them changing the neighborhood social-scape, the homegrown techies mostly regard them with suspicion, if not with thinly concealed contempt. The H-1B visa candidate, in contrast, has little idea of the hostility brewing in the guest country, with oily recruiters gushing about the hundreds of thousands of dollars waiting to be made, promises of world travel, and an "American-Indian/Arab/Chinese/Russian" dream of opulent lifestyles with generous retirement in the country of their choice. ...

    Patni Lawsuit: Take the case of Vishal Goel and Peeyush Goyal- IT workers who had to jump through many hoops to get to work in America. Their subsequent spectacular exploitation by Indian software giant Patni computers, who contracted them to State Farm's Auto division in Bloomington, Ill has resulted in a law suit. In the suit, they say State Farm paid Patni "in excess of" $100,000 per worker, and yet H-1B visa holders like them were paid only $23,310 for the base salary, about half the $44,000 that Patni had said it would pay on the visa application. Last year, Patni paid $2.4 million to 607 H-1B visa workers after a Labor Dept. investigation uncovered systematic underpayment of wages. "I highly suspect that these employment practices are widespread among the tech-outsourcing firms," says Ron Hira, assistant professor of public policy at Rochester Institute of Technology, who will testify as an expert witness in the Goel case. ...

    Best and the Brightest? Look Again: Many foreign IT employees do not have enough experience to be brought into the country on "highly skilled professional visas". Arulraj seconds what this author has seen happen rampantly in the Greater Seattle area. A Seattle area housewife, originally from India, now in her San-Antonio-QA-analyst avatar, who refuses to be identified says, "Recruiters find open positions, they give us resumes of other people that we 'model' our resumes on, then techie husbands train wives for the interview, familiarizing them with broad technical terms, we get cheat sheets for technical questions, and as the last step, friends of friends provide references checks. That's how we get placed!" she says, sharing that she has been working as a QA tester for a year, despite having zero experience in the field when she started. "I made a lot of phone calls to my Oracle programmer husband in the first few weeks," she smiles, "and then other H-1B visa holders on the team started helping me also." Arulraj alleges, "I had a year of experience as a programmer when I started with Computech and four months later when I quit, Computech was marketing me (without my consent) with four years of experience!" U.S. firms do not bother to investigate further, strapped as they are, apparently, for time. ...

    Living Conditions: Upon arrival in the country, most candidates find themselves crammed into 1 bedroom apartments with five or six other techies like themselves. Living on the bus line, getting a salary that cannot sustain a reasonable lifestyle unless used collectively. Their suavely promised Green cards may or may not arrive at all.

    Salary and Insurance: Arulraj alleges that his employment agreement with Computech stated that he would be paid $50,000/year, but he was paid a total of $1,000 for his entire tenure of four months. H1B visa holders- fearful of their Green Card process being put in jeopardy- rarely ever question their firms. ...

    Guerilla Training: H-1B consultants are trained to fill the vacancy at hand in project specific intensive crash courses or "boot camps" either in India or the U.S. Offices from silicon valley to Boston are rampant with H-1B visa holders either trained in such camps anywhere from ".Net to JAVA" (to name just two amongst many technologies) and shipped to America in 3.5 weeks. Such techies are also found smugly sharing stories of "learning" technologies for three days in Barnes and Noble just before they interview for new jobs. ...

    In his paper "Outsourcing America's Technology and Knowledge Jobs," Ron Hira argues that U. S. visa programs for overseas workers hurt the wages and job security of U.S. tech workers. Expanding the number of visas, Hira contends, "would directly lead to more offshore outsourcing of jobs, displacement of American technology workers, decreased wages and job opportunities, and the discouragement of young people from entering science and engineering fields."

  • The City Review: 590 Madison Avenue. Between 56th and 57th Streets (the former IBM Building). Developer: The International Business Machines Corporation. Architect: Edward Larrabee Barnes Erected: 1983. Excerpts: Much underappreciated when it opened, this sharply chiseled, dark green giant may not be a masterpiece of modernity, but it is very impressive and definitely one of the city's finest oases. Take a square column, slice off a large wedge facing southwest, cut away a chunk from the base facing northeast and add a saw-tooth skylight atrium on its southwest side and you have the basic form. The photograph above, taken from the 56th Street entrance of Sony Plaza, shows the roof of the atrium, the former IBM Building on the right, and the rear of Trump Tower on the left.

    Then fill the atrium with huge bamboo trees, finish everything finely with rich materials, add the finest general-purpose museum space in the city in the basement, connect the atrium to the adjacent Trump Tower atrium and you have the 43-story building that formerly was known as the IBM Building before that company sold it to its present owners. ...

    Incredibly, both this building and the A. T. & T. Building were abandoned after a only few years by their corporate developers, a stunning quirk of financial and real estate history and probably corporate mismanagement. Neither building, in fact, were official corporate headquarters as the companies had long since sneaked out of the city, but the two buildings epitomized the tradition of distinctive, proud corporate monuments. ...

    The decision of both companies to sell their famous skyscrapers at almost distress prices in a real estate depression was an early and very disturbing sign of corporate downsizing that no doubt warmed stockholders’ hearts while depressing the hearts of all civilized people. If the board of directors of the companies had been more astute and waited a few years, they could have realized substantially greater sales results as the real estate market boomed in the late 1990's. So much for "shareholders' interests" and "corporate responsibility." So much for neighborhood, to say nothing of urban and civic and responsibility. ...

    Adding insult to injury and kicking the city while it’s down, the new owners of both buildings also shared an amazing contempt for contractual agreements with the city. It was no surprise, of course, that city officials meekly, albeit outrageously, acquiesced. Mr. Minskoff, a dapper contemporary art collector, mowed down a large portion of the bamboo court that IBM had created to make room for meretricious, dismal, uninspired and not at all attractive contemporary art, at least in the first new installations. Furthermore, he approved the installation of a very poor and mediocre red Alexander Calder sculpture beneath the great cantilever at the corner of Madison Avenue and 57th Street.

  • Fortune: Mark Hurd, superstar. Why the EDS deal may prove to be a smart move - and how it fits into HP's larger plans. By Jon Fortt. Excerpts: Truth be told, maybe Hurd has earned the benefit of the doubt. After all, he has pulled off a remarkable three-year turnaround that has made HP the biggest tech company on earth - $104 billion in sales last year. Part of doing that was pulling off acquisitions, including HP's $24 billion purchase of Compaq (which was even bigger than EDS). No, he didn't come up with that deal - his predecessor, Carly Fiorina, did but he made it work. ...

    Hurd faced a similar challenge when he arrived at HP. The company had drifted from the course set by its founders, Bill Hewlett and Dave Packard, a philosophy that came to be called the "HP Way." The pair were renowned for rewarding employees with perks like profit sharing, flextime, and tuition assistance, but they also believed in holding managers accountable for their numbers. Growth and profits came first. By the time Hurd arrived, maybe not so much.

  • Workforce Management: The New Job Sharers. In addition to women seeking a greater measure of work/life balance, the most recent entrants to the ranks of job sharing include older workers phasing into retirement, Gen Y employees who don’t want to work so hard, and disabled workers. By Michelle V. Rafter. Excerpt: Sharing a job used to be the fast track to the mommy track. In days gone by, the only people interested in splitting a job were female employees who wanted it all, or at least a little of both—a job and time at home.

    The vast majority of employees who share jobs still fit the traditional description, according to HR managers, experts and other sources. But the picture is changing and more companies are discovering that job sharing is an attractive option for hanging on to other valuable employees, whether they’re older workers phasing into retirement, Gen Y employees who don’t want to work so hard, or disabled workers who can’t meet the demands of a full-time position.

News and Opinion Concerning Health Savings Accounts, Medical Costs and Health Care Reform
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  • New York Times: S.E.C. Backs Health Care Balloting. By Robert Pear. Excerpt: The Securities and Exchange Commission, shifting its position, has told companies they must allow shareholders to vote on a proposal for universal health insurance coverage. Shareholders, including religious groups and labor unions, have offered the proposal in an effort to draw the nation’s largest corporations deeper into a debate over the future of health care, fast emerging as one of the most important issue in domestic policy.
  • Plan Sponsor: House Lets Go of Key Provision in Mental Health Parity Bill. Excerpt: According to Business Insurance, in an offer to the U.S. Senate, the conferees deleted a provision in the parity bill the House passed last year that would require group plans to provide coverage for all mental health care services listed in the most recent edition of a diagnostic treatment manual published by the American Psychiatric Association (See House OKs Mental Health Parity Measure). The Senate was unwilling to accept the House provision since employer groups opposed it.
  • California Nurses Association: Healthcare Activists Plan June 19th as National Day of Action Against Health Insurance Companies. Thousands to Gather in San Francisco and Around Country as 38,000 Insurance Industry Executives Meet for Annual AHIP Convention Nurses, Doctors, Patients, Consumer Activists Call for Guaranteed, Single-Payer Healthcare—“Patients Not Profits” Excerpts: Seeking an end to the healthcare crisis that is destroying American lives and families, thousands of healthcare activists will descend on San Francisco and on cities around the country this June 19th as part of an unprecedented national day of protests against health insurance corporations—and in support of guaranteed, single-payer healthcare, the “Medicare for All” system succeeding in nearly every other industrialized democracy. The protests will demand a healthcare system focused on patients, not profits, and are being coordinated by the Leadership Conference on Guaranteed Healthcare, a coalition group representing hundreds of thousands of members. Learn more at www.GuaranteedHealthcare.org. ...

    Malinda Markowitz, RN, a member of the Council of Presidents of CNA/NNOC said, “We are calling a national protest against these insurance companies because they profit by denying care to our patients—not by providing it. The American people are ready for guaranteed healthcare, through great bills like Rep. John Conyer’s HR 676, and we will no longer let insurers and politicians block progress and maintain an unworkable status quo.”

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  • From the Job Cuts Status & Comments page
    • To readers of the Alliance comment sections: Please read the front page of the Alliance web site for important news on our membership drive. Many of you read and participate in the comment sections and find them a valuable resource for what is going on inside IBM. But in order to keep this resource we need growth in our dues paying membership. Please click the links above and join the Alliance. Your only source for the real news inside IBM.
    • Comment 05/26/08: I'm in sales. I got my performance RA package (minimized ISAP) from my manager the same day I got my 2007 Hundred Percent Club pin! The pin came inside an unlabeled box in a manila envelope with the address of some unknown staff guy in Conn. My name was misspelled in the address. Luckily DHL figured it out and delivered both packages to the same address at the same time. What's left inside is just a bunch of sheeple. I feel good to have built up the courage to tell my management I had lost confidence in them in front of 200 of my colleagues. That cost me my job, but I regained my dignity and earned the respect of my colleagues and customers for being strong and standing for my principles as I see them. -Full of Irony but Happy-
    • Comment 05/27/08: Heard today big cuts in STG will be announced week of June 23. Salary increases, if any, won't be announced until after the cuts and will be retroactive to June 1. -Mike-
    • Comment 05/28/08: Full of Irony but Happy... I want to congratulate you on your comment to management in front of your team members. It sounds like it was done with professionalism. Those actions will be remembered by those who were unable to step up and join you with those comments. IBM has turned into such a sweatshop. Its management by fear and intimidation now.

      Management is playing with people's lives and seems to enjoy, or should I say, relish the chance to inflict such pain on people's lives. Its a power trip for most. The lay offs will be heavy in GBS - ITD for the next few quarters. The push is on to get everyone off the North American Payroll. Sizeable push to get rid of 08A PM's as well. They are contracting those folks cheaper than the internal cost.

      The push is to get a 50/50 split, at the most on IBM'ers versus Contractors. Contractors are performing to the lowered expectations that IBM has. Contractors have the carrot in front of them of the hope to join IBM, so they are not jaded by the BS for the most part

      Look for a major push for Spirit and Worklife balance initiatives .. joking.. Work life balance and spirit incentives are only in the very upper ranks of the ivory tower. Take your time with work.. get as much education as you can. Polish up your resume so when you do get RA'd, which most folks will, you can laugh and collect the severance check and move to a better company. -Former IBMer-

    • Comment 05/29/08: "My manager informed me last week I have 30 days to find another job in IBM or I will be released. I did not get any hint from my manager how to look for another job. I have been trying to search on ibm.com but trying to get anything useful from that site is impossible. Any help would be appreciated." Sorry to say this but your days are over with IBM. You will not get another job internally. You are damaged goods and all managers in IBM know that but won't tell you. If you find another job within IBM and apply the hiring manager will not contact you. Don't let IBM ruin your self esteem. There is a big world outside of IBM and you will eventually get back on your feet and do fine. Good luck with your career. -Been There-
    • Comment 05/30/08: I agree with Been There - Don't bother looking inside of IBM, you won't find anything. Your manager tells you to look and there are jobs, but they won't be filled by the people being released. I left over a year ago under the same circumstances and it couldn't have worked out better. Same with another person working at the same location both then and now. Enjoy your life - go ahead and take your severance pay - and look for another position with another company. There are many better companies than IBM that respect and appreciate their employees. Don't burn your bridges, stay friends with your manager, and leave happy. You will see that this will be the best move for you. You might even get a job with higher pay than while you were at IBM and you will certainly get a job where they appreciate your contribution. -Gone-For-Good-
  • General Visitor's Comment page:
    • Comment 05/28/08: word in Fishkill is the AWS is going to be changed again so that employees will get less than currently. Has there been a change in NY State law that allows them to cut AWS payments? Does anyone have details on what are the minimum overtime payments for Alternate work week schedules? -ibm-s--a--scam-
    • Comment 05/29/08: The abuse of the H-1B visa will only end when the requirement for equal or higher pay is enforced. It's simple economics, H-1B is used to hire cheap labor with forced loyalty. When the price goes up, demand will go down. Write your representatives! -H-1B-
    • Comment 05/31/08: They better not yank away our AWS pay. I think if they do that, people are going to get real pissed off this time and enough is just enough ya know. -Anon- Alliance reply: Until you have a union contract, bargained for by the employees union, you will continue to suffer the injustice and unfairness that IBM continues to dish out to you, through their management and HR people. Don't expect HR to 'correct' the system, just because you have complained about it. You need to organize, now. Join the Alliance@IBM and find out how to organize your co-workers and build the union. Push back at IBM with a unified voice and pressure, to collectively bargain a contract that stipulates specifically how OT is calculated; how benefits are managed, and how everything else that you value as an IBM employee is protected with that contract.
  • Pension Comments page
  • Raise and Salary Comments
    • Comment 05/27/08: Salary = 88000; Band Level = 7; Job Title = Project manager; Years Service = 7; Hours/Week = 30; Div Name = SWG; Location = RTP; Message = I have 10 years+ experience in the field ( 3 as contractor for IBM) 7 as regular. The past 4 years I was told "you are X% penetrated". So no raise. I have a decent mgr, honestly 1st lines hands are tied. When they came around with that Earth Challenge (share ride, take bus, telecommute) 2004 WAH (work at home) 1 day a week, 2005/6/7 2 days, 2008, work at home 4 days a week, (on Sametime and notes) and cut my real work hours to about 30. I forward more notes to my mgr to show that I am "keeping her in the loop" and make it look like I am doing more, and when I finish a project I am not shy about asking my customers to send notes to my 1st and 2nd line. IBM sells us a load, I can play that game as well. I cherry pick my projects, offload what I can. They get what they pay for, Most hilarious thing was one year it was "Innovate" and the next year it was "Innovation that matters" I guess what we did the year before was innovate a bunch of stuff that didn't matter :) This year it is "client intimacy" go look up LIam Lynch and "his song" Whatever. This is my IBM of "whatever" -whatever-
    • Comment 05/29/08: The Wall Street Journal blog on IBM pay cuts/raises states that Bob Moffat declared his group, Integrated Supply Chain, will not get any market based adjustment raises this year. Does anyone know if this is true? Can an entire group be excluded from yearly raises? -What is Going On Here- Alliance reply: Yes, a whole group can be denied pay cuts--you don't have an employment contract. All the more reason for a union and a collective bargaining agreement.
    • Comment 05/30/08: To "What is Going On Here?" There are two parts to raises: MBA (Market Based Adjustment) and TCR (Top Contributor Reward). MBA can be denied or endowed based on an entire country, unit or job family. You will still have a chance to get TCR, even if Moffat is not giving MBA's to his group, if you had a 1 or 2+ rating. With the economy the way it is, it won't surprise me if NO ONE in the US gets a MBA. IBM will use the economy as the excuse of the day. -Marbles-
    • Comment 05/30/08: For all you people in STG worried about salary increases, remember that Moffat is replacing Zeitler as head of STG this summer, so he'll bring his brand of ruthless slashing over from ISC. I wouldn't be surprised if TCR pool is frozen due to the economy as well. -Mike-
    • Comment 05/31/08: This week at my dept meeting my manager said the salary plan will not be as robust as it has been in past years, my thought when in the last several years has the salary plan been robust. I'm in Global Services. I spoke to friend on mine in STG, told me his manager told his dept no one is getting any raises this year. I guess next thing we'll be told like people of Enron to invest more in IBM stock, like they were told to invest in Enron but we will also be told it will go up and we can get investment income instead of a raise -Anon-
  • PBC Comments
  • International Comments
Vault Message Board Posts:
Minimize

Vault's IBM Business Consulting Services message board is a popular hangout for IBM BCS employees, including many employees acquired from PwC. Some sample posts follow:

  • "per diem?" by "Old5". Full excerpt: Does IBM pay meals with per diem or reimburse actual?
  • "Actuals" by " MythAndMeaning". Full excerpt: The official policy is that IBM reimburses actual travel expenses. For meals, it is up to a cap that depends on the work locations. As a practical matter, the cap is below what it costs to eat reasonably well. Which means that you max your meals out, and its effectively a per diem.

    IBM's strategy here is pretty clear: clients almost always have a net total budget for an engagement. So funds that reimburse travel expenses take away from funds that pay for consulting services. By avoiding as much expense cost as they legally can (e.g., getting employees to subsidize meal costs, for example), we enhance fee revenue.

  • "Effective June 1st" by " MythAndMeaning". Full excerpt: Raises, if you get one, will show up in the pay stub at the end of June/beginning of July, but will be retroactive to June 1st. In AIS, we are completely screwing people this year in terms of raises and promotions. As a manager, I am so looking forward to telling excellent performers that despite a great 2007 for IBM, and a great first quarter, we are giving out very few raises because we have to "contain costs" and "remain competitive." Idiocy.
  • "Seeing no one is answering the question, I will try" by "johnsonf6666". Full excerpt: Don't know much about E&Y (accounting side). I worked for E&Y and CGEY and for IBM. In terms of the consulting organizations, they seem fairly similar. From my experience, IBM seems a bit more practice focused than E&Y, although all firms change this up every few years. IBM is incredibly virtual, so you have to be used to working through conf. calls, etc. I haven't seen many member of my team for years. Don't believe everything you read on these boards. If you perform well and you are in a good practice, I think it is a solid place to work. I would say that understanding and meeting people in your practice prior to accepting the position is key to seeing if you will like it. My two cents
  • "Long time no see, Johnson" by "civilliberty". Full excerpt: So , tell me. Will you be honest with our enquirer about the performance appraisal system. That it isn't objective enough. That IBM's main concession to learning is via the internet, not face to face classroom teaching. That you can have stellar year, but if you get a black mark against your name by rejecting a HR person's attempt to squeeze you into a totally unsuitable role that doesn't match your desired career direction you can get an unsatisfactory rating of '3' and be managed out of the company? Consider being honest about this just for starters.
If you hire good people and treat them well, they will try to do a good job. They will stimulate one another by their vigor and example. They will set a fast pace for themselves. Then if they are well led and occasionally inspired, if they understand what the company is trying to do and know they will share in its sucess, they will contribute in a major way. The customer will get the superior service he is looking for. The result is profit to customers, employees, and to stcckholders. —Thomas J. Watson, Jr., from A Business and Its Beliefs: The Ideas That Helped Build IBM.

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