IBM

INTRODUCTION
International Business Machines Corporation abbreviated IBM and nicknamed "Big Blue" (for
its official corporate color), is a multinational computer technology and IT consulting
corporation headquartered in Armonk, New York, United States. The company is one of the few
information technology companies with a continuous history dating back to the 19th century.
IBM manufactures and sells computer hardware and software (with a focus on the latter), and
offers infrastructure services, hosting services, and consulting services in areas ranging from
mainframe computers to nanotechnology.
IBM has been well known through most of its recent history as the world's largest computer
company and systems integrator, with over 388,000 employees worldwide, IBM is the largest
and most profitable information technology employer in the world. IBM holds more patents than
any other technology company and has eight research laboratories worldwide. The company has
scientists, engineers, consultants, and sales professionals in over 170 countries.IBM employees
have earned five Nobel Prizes, four Turing Awards, five National Medals of Technology, and
five National Medal of Science. As a chipmaker, IBM has been among the Worldwide Top 20
Semiconductor Sales Leader in past years.
IBM is the world’s largest information technology company with more than 90years of
leadership in helping businesses innovate. With consultants and professional staff in more than
160 countries, IBM Business Consulting is the world’s largest consulting services organization.
IBM Business Consulting Services provides clients with business transformation and industry
expertise, and the ability to translate that expertise into integrated, responsive, on-demand
business solutions and services that deliver bottom-line business value.

HR PRACTICES IN IBM

● EMPLOYMENT ENGAGEMENT
Employees of IBM (also retired staff) worldwide now have access to an Intranet site that serves
as a home base for IBM on Demand Community. The employees can register at the site and they
have immediate access to a full range of technology solutions that continue IBM’s commitment
to advancing Strategies and outcomes for not-for-profits through technology. Resources on the
site will also enable employees to assess their skills, and take online training to improve their
volunteer ability.
● HEALTH AND SAFETY
IBM will provide its employees with a safe and healthy workplace incompliance with all
applicable laws and regulations. Consistent with these obligations, IBM will have and will
implement effective programs that encompass things such as life safety, incident investigation,
chemical safety, ergonomics, and will provide safe standards of health and safety in any housing
and transportation provided for our employees by the company.
● RECRUITMENT AND MOBILITY
IBM is using the following recruitment process-
Identify vacancy, advertising the vacancy and manage response, shortlisted and conducting
interview and decision making. After that three stage procedure follows i.e.; Online aptitude test,
Technical interview, GD +HR
Most, if not all, HR positions are posted internally. Planned movement in conjunction with
succession planning will consider how to facilitate mobility into and out of HR where it will help
development. At more senior levels, HR has historically participated in the company’s overall
succession planning process. A project team is developing a succession strategy that will carry
the process deeper into our Human Resources organization.
● EMPLOYEE COMMUNICATION
IBM has three day discussion via corporate intranet to debate and discuss about the company’s
values, the nature of organization and what it stood for.
● EMPLOYEE ORIENTATION
However, in order to keep pace with the dynamic needs and challenges of our globally integrated
business model—and the critical importance of ensuring that new IBMers are as successful as
possible as quickly as possible—the company solicited input from employees and business
leaders around the globe on how to make the orientation experience even more effective.
● WORK/LIFE BALANCE
As one of its major employee retention strategies, IBM offered a comprehensive

work/life balance program based on the following seven principles:

• Employees must take responsibility for their own work/life balance needs.

• Work/life balance should have a positive impact on all employees involved.

• Quality of output is more important than the amount of activity.

• Teams should be flexible when balancing working and personal needs.

• Employees must be treated as individuals.

• Ongoing performance and contribution are a prerequisite.

• Achieving work/life balance is hard work and ongoing.

● RECRUITING PEOPLE WITH DISABILITIES

IBM had a well-structured plan in place for recruiting and training people with disabilities. The
recruitment specialists and hiring managers were specially trained for this purpose. In each
business unit, IBM had 'line champions' – the managers experienced in hiring and working with
people with disabilities – to facilitate the recruitment process.

● SUPPORT FOR EMPLOYEES AND COMMUNITY INVOLVEMENT

IBM provides numerous programs for employees to encourage and enhance the positive impact
of their community involvement. These global programs include: On Demand Community, a
suite of online tools and resources to support employee volunteerism; Community Grants, a
program that awards long-term volunteer commitments with grants of cash or IBM equipment,
and Matching Grants.
● WORKFORCE DIVERSITY
The employees of IBM represent a talented and diverse workforce. Achieving the full potential
of this diversity is a business priority that is fundamental to our competitive success. A key
element in our workforce diversity programs is IBM's long-standing commitment to equal
opportunity.
● WAGES AND BENEFITS
IBM will, at a minimum, comply with all applicable wage and hour laws and regulations,
including those relating to minimum wages, overtime hours, piece rates, non-exempt or
exemption classification and other elements of compensation, and provide legally mandated
benefits.
● WORKING HOURS
IBM will not exceed maximum hours of work prescribed by law and will appropriately
compensate overtime. Employees will not be required to work more than 60 hours per week,
including overtime, except in extraordinary business circumstances with their consent or where
the nature of the position requires such work, as for exempt employees and employees in
executive, managerial or professional positions.
● NONDISCRIMINATION AND HARASSMENT
IBM will not discriminate in hiring, promotion, compensation of employees and
employment practices on grounds of race, color, religion, age, nationality, social or ethnic origin,
sexual orientation, gender, gender identity or expression, marital status, pregnancy. IBM will
create a work environment free of discrimination or harassment based on race, colour, religion,
gender, gender identity or expression, sexual orientation, national origin, disability.

● RESPECT AND DIGNITY

IBM will treat all employees with respect and dignity and will not use corporal punishment,
threats of violence or other forms of physical coercion or harassment.
● FREEDOM OF ASSOCIATION
IBM will respect the legal rights of its employees to join or to refrain from joining worker
organizations, including labour organizations or trade unions. IBM complies with legal
requirements worldwide regarding employee and third-party involvement. IBM respects the
rights of employees to organize, and makes managers at all levels aware of those rights.
● TALENT MANAGEMENT
To achieve a balance between talent supply and demand, IBM often redeployed its workforce.
The internal redeployment process was designed to minimize loss of productivity of skilled
employees. Each of IBM's business units had its own resource board that reviewed and approved
external job postings on a regular basis.
● TRAINING AND DEVELOPMENT
Once your organization's skill sets are defined, the next logical step is to determine the Training
and Development needs of those employees. This decision area lets you review employee
competencies and understand the value of improving them. Through analysis, HR department of
IBM gains a systematic picture of all training investments for better
performancemanagement.IBM also enable employees to assess their skills, and take online
training to improve their volunteer ability.

ORACLE
INTRODUCTION
Ellison co-founded Oracle Corporation in 1977 under the name Software Development
Laboratories (SDL). In 1979 SDL changed its name to Relational Software, Inc. (RSI). In 1982,
RSI renamed itself as Oracle Systems to align itself more closely with its flagship product Oracle
Database. At this stage Robert Miner served as the company's senior programmer.
Part of Oracle Corporation's early success arose from using the C programming language to
implement its products. This eased porting to different operating systems (most of which support
C). This gave Oracle Corporation an advantage over companies that used operating-system-
specific languages. Oracle Corporation programmers wrote the first C compiler for the IBM
mainframe platform in order to port to that platform
Oracle Corporation is a multinational computer technology corporation that specializes in
developing and marketing enterprise software products —particularly database management
systems. Headquartered in Redwood City, California, United States, Oracle employs more than
101,950 people worldwide as of 2009. It has enlarged its share of the software market through
organic growth and through a number of high-profile acquisitions. By 2007 Oracle had the third-
largest software revenue, after Microsoft and IBM.
The corporation has arguably become best-known due to association with its flagship product,
the Oracle database. The company also builds tools for database development and systems of
middle-tier software, enterprise resource planning software (ERP), customer relationship
management software (CRM)and supply chain management (SCM) software.
As of 2010, Larry Ellison, the founder of Oracle Corporation, has served as Oracle's CEO
throughout its history. Ellison also served as the Chairman of the Board until his replacement by
Jeffrey O. Henley in 2004. Ellison retains his role as CEO.

HR PRACTICES IN ORACLE CORPORATIONS

● LEADERSHIP CAPABILITY
In order to strengthen organisations capability, Oracle corporations continues on developing
talent through two unique programs the Global Leadership Cadre(GLC) and Management
Trainee (MT) program which hires the best talent from top academic campuses and grooms them
through a focused program to take up higher managerial and decision making responsibilities.
Oracle Corporations develop leaders at all levels who achieve business results, exemplify our
values, and lead us to grow and win.
● ORACLE I-RECRUITMENT
Oracle I -Recruitment is a full-cycle recruiting solution that gives managers, recruiters and
candidates the ability to manage every phase of finding, recruiting, hiring, and tracking new
employees. Focused on the manager-recruiter-candidate hiring relationship, this end-to-end
recruitment offering incorporates all aspects of applicant tracking with capabilities that allow
managers, recruiters and candidates to fully manage the entire recruiting cycle via a self-service
interface.
● PERFORMANCE APPRAISAL
Performance Appraisal is an objective system to judge the ability of an individual employee to
perform his task. A good performance appraisal system should focus on the individual and his
development, besides helping him to achieve the desired performance. In Oracle Corporations
appraisal happens twice a year.
● TIME AND LABOUR
Oracle Time and Labor automates the entire time and attendance record-keeping process and
provides an intuitive, web-based interface for time entry and approval. It offers a simplified way
to submit, review, track and approve timecards. At the same time, it helps you control costs and
time worked, consolidate timecard information, and adhere to organizational time management
rules.

● ORACLE I- LEARNING
Oracle i-Learning is the best way for select Oracle customers to improve workforce performance,
ensure partner channel sales and service readiness, and increase revenue through training product
sales to customers. With Oracle i-Learning, businesses with large or small learning communities
can provide learning and development with a full-featured learning solution that keeps pace with
evolving business requirements
● WORKFORCE SCHEDULING
Oracle Workforce Scheduling is a comprehensive offering that helps organizations accurately
forecast and schedule workers to meet both customer service and cost objectives. Based upon the
functionality Oracle obtained through its acquisition of Tempo Soft’s intellectual property,
Oracle Workforce Scheduling expands Oracle's human capital management (HCM) footprint and
enables companies in the retail and hospitality industries to optimize schedules and meet
forecasted workload demand. Oracle Workforce Scheduling is currently available and sold as a
stand-alone product.
● ORACLE ADVANCED BENEFITS
Oracle Advanced Benefits is a flexible, rules-based benefits administration application that
enables improved benefits support and analysis while reducing overall costs through easy setup
and process automation. Oracle Advanced Benefits enables professionals to adapt to evolving
business needs by simplifying the implementation, management, and monitoring of benefits
offerings, while addressing the effects to the bottom line.
● ORACLE INCENTIVE COMPENSATION
Oracle Incentive Compensation (OIC) is a global variable compensation
application that automates the design, administration, and analysis of transactional pay-for-
performance incentive programs to align sales behavior to corporate goals. OIC allows
organizations to connect sales incentives to business objectives to motivate workers (sales reps),
3rd party representatives, customers / suppliers, resellers and partners through incentive insight.
With OIC, what-if incentive programs can easily be modelled and optimized to drive stronger
sales/channel performance while reducing compensation expenditures.
● ORACLE PAYROLL
Payroll Management is a fundamental business requirement demanding compliant and accurate
financial controls in a timely manner. Oracle Payroll, a rules-based payroll management system,
will assist in controlling the workforce costs; ensure the entire workforce is being paid on time
and according to your compensation rules

● LEARNING MANAGEMENT
Oracle Learning Management (OLM) is the best way for Oracle E-Business
Suite customers to:
Improve workforce performance, Ensure partner channel sales and service readiness, Increase
revenue through training product sales to customers.OLM is an enterprise learning management
system (LMS) that lets organizations manage, deliver, and track training participation in online
or classroom-based environments.
● ORACLE SELF-SERVICE HUMAN RESOURCES
Oracle Self-Service Human Resources (HR) allows your workforce to update and use employee-
specific information, online via a browser, that is personalized to an individual's role, experience,
work content, language, and information needs. By allowing managers and employees to access
and manage information and transactions in a paperless environment, you can streamline
business processes, decrease costs, and improve service. With managers and employees
empowered to update and maintain their own information, HR professionals can now move from
being transaction processors to being consultative partners.

● ORACLE TUTOR
Y9Oracle Tutor lets you quickly create, customize, and maintain process documentation,
Training and reference materials related to Oracle HRMS and across the entire Oracle E-
Business Suite. You can customize handbooks and procedures for your business, and then deploy
documents across your enterprise. As a result, you reduce training and implementation costs,
increase adoption rates, raise compliance awareness, and ensure adherence to policies and
procedures
● ENABLE WORKFORCE COMPLIANCE
Human Resources departments routinely face the challenge of ensuring compliance with laws
and mandates throughout the world. Oracle Human Resources offers the best of both worlds
within one installation. It delivers a foundation consisting of non-legislative information
common across all countries, as well as fully localized data specific to each country, including
legislative data, reporting guidelines, business rules, process requirements, data entry forms
standards, and online help in the appropriate languages.

● EMPLOYEE EXPERIENCE
Every high performance organization needs to build and nurture its past, present and future
employment relationships. Successful companies aim to reinforce the psychological contract at
every touch point to ensure employees are engaged in the organization. Oracle Corporation aims
to provide a delightful employee experience by applying cutting edge know-how of HR,
communication practices and technology.

COMPARATIVE ANALYSIS
Efficiency in any organization begins at the point of impact—where a worker performs a job. At
IBM, employees who have the right skills, knowledge, and abilities can have an impact on the
company’s bottom line. Unfortunately, even good employees don’t manage themselves. It takes
fast, reliable information and a system behind it to let the IBM employees to have the greatest
positive impact—for themselves, and for the shareholders.
When their customers communicate their needs, they listen. They conduct hundreds of focus
groups and hold customer meetings and programs around the world to incorporate the ideas and
business requirements into every release. There focus is to keep making their applications easier
and less costly to implement, use, manage, and maintain—thus delivering a superior ownership
experience. Part of delivering a superior ownership experience is designing applications that
will last.

On the other hand, Oracle Human Resources Management System (Oracle HRMS) is flexible
enough to meet the needs now and adaptable enough to change with your business. With every
new release, they increase the quality and innovation of the products—and the impact they can
have on their bottom line.

The ultimate goal of Oracle Human Resources is to improve the efficiency, effectiveness, and
productivity of the workforce. However, none of the basic administrative duties can be neglected
without serious consequences. Oracle HRMS is consistently delivering robust functionality and
innovative tools and technologies around the world.
Oracle’s unmatched viability and unparalleled level of investment continues to deliver the best
combination of applications and technology in the industry. No matter where your organization
currently stands in the process of implementing HR practices, Oracle HRMS provides the
functionality, processes, and information that enable to add value to the organization. Flawless
compliance, automated processes, achieve workforce excellence with Oracle HRMS.
These industries are looking at creating minimum standards for best practices. Earlier there was a
talk about creating unions, whereas the employees feel they do not need it. Now there is an
attempt to pick holes in HR practices, according to a recent report on how IT companies were
treating their employees.

SUGGESTIONS AND RECOMMENDATIONS

HR practices followed by IT Companies in India were setting standards for even the developed
nations. We take pride in the fact that IT industry has contributed to India's image globally.
Everybody visiting India wants to know about Indian IT processes. It is an open challenge to
anyone who can prove that their working conditions are better than ours in India.

IT sector is a large industry with various players. There is a need of minimum standard in the
industry. At present, the demand for employees outstrips the supply in IT industry. In such a
case, if people are not treated properly, they have the option of leaving the company. So, while
bigger companies have high benchmarks, companies not interested in implementing such
standards.

The ultimate goal of Oracle Human Resources is to improve the efficiency, effectiveness, and
productivity of the workforce. However, none of the basic administrative duties can be neglected
without serious consequences. To achieve and enhance workforce excellence, organizations need
to shift the focus of HR from administrative tasks to strategic program delivery. HR leaders must
work with senior management to develop a comprehensive HCM strategy, and then roll out new
processes supported by leading technologies. With a successful execution of the HCM strategy,
they can then gain support for further HCM strategy initiatives.

REFERENCES
http://www.oracle.com/us/products/consulting/resource-library/change-mgmt-job-impact-
analysis-069625.pdf

http://jobs.workingabroadmagazine.com/a/jobs/find-jobs/q-Oracle+Peoplesoft+Hr-
+Consultant/l-Dallas,+TX

http://www.club-oracle.com/articles/oracle-hrms-overview-252/

http://www.papercamp.com/group/oracle-hr-policies/page-0

http://www-935.ibm.com/services/us/gbs/bus/pdf/g510-6285-00-how-human-resources-keep.pdf

http://www.citehr.com/58461-want-know-best-hr-practices-india.html

http://www.icmrindia.org/casestudies/catalogue/Human%20Resource%20and%20Organization
%20Behavior/HROB090.htm