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Over the past decade IBM has undergone a significant and well-publicized transformation, turning a strong multinational business into a globally integrated enterprise. Such companies integrate production and value delivery worldwide by placing business functions where they are best located, based on the right costs and skills. To remain aligned with this strategy and support other business needs, IBM's Human Resources (HR) organization analyzed its own functions and processes, separating core HR roles, such as designing policy and internal business consulting, from non-core back-office administrative tasks.
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