Like Chinese water torture - drip drip drip - Advisory Software Engineer IBM Employee Review

1.0
7 Mar 2009
Recommend
CEO approval
Business outlook

Pros

If you can start as an executive (VP in IBM speak) you can do no wrong. Mistakes are rewarded, and successes are greatly rewarded. If you are not a VP you will work with some of the smartest, nicest (for the moment) and least appreciated people you can imagine. But that is changing. The IBM US corporate culture used to be a culture of cooperation and working together for the benefit of all, and some of the old-timers still have that attitude lingering around. Try to work with them if you can find them, but their numbers are dwindling because . . .

Cons

The current IBM US culture is a culture of open competition beneath a veneer of civility. The 'nice guys' get laid off, leaving the schemers and back-stabbers and team leaders who understand that whomever reports the status of a project controls who stays and who goes. Lies are commonplace as no one ever tells bad news. Low level management is swamped, impotent, and powerless. Yearly appraisals are a farce - the ten percent 'fast-trackers' are openly praised and rewarded and everyone else is left alone or fired. There is no 'meritocracy' at IBM. A true meritocracy would know that it is possible for everyone to be meritorious, especially if you have hired the best people there are. At IBM the appraisal system is more of a lottery where one out of ten is treated as a champion and everyone else, the other 90 percent, are considered not good enough. The 90 percent, the serfs, are expected to fight amongst themselves and compete for the prized top spots. Since the contest for top dog is rigged and secret with no clear metrics, the serfs pretty much ignore the ratings and do what they can. Why work hard when you aren't rewarded? Why work hard when It is easier to play games and surf the web and grab open source stuff and pass problems around. If your job is a game of musical chairs for a year and a mad scramble at the end to pick the loser then why bust your butt? If the stock slumps no matter what you do then why bust your butt? If the company doesn't care about you then why care about the company? Layoffs are kept as secret as possible and happen quarterly. Actually the IBM management style is mostly secretive. Metrics change. What was good last year is bad this year. You never know where you stand. You may get a bonus 'variable pay' or get laid off. Management, even first line managers, are always 'somewhere else' talking about 'something else' and are hidden as much as possible. As a result fear is commonplace. It is every man for himself and nobody really knows what 'doing a good job' means anymore. Some of the best and brightest are layed off so what exactly does 'doing a great job' mean?

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5.0
29 Mar 2026
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CEO approval
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Pros

Good work life balance across projects

Cons

Need to keep looking for projects actively

4.0
26 Aug 2014
Recommend
CEO approval
Business outlook

Pros

Disclaimer: A lot of what I'm writing below of course depends on the work area and management chain. But I found this to be fairly pervasive policies in IBM in my 9+ years with the company. 1. IBM's policies and management are very flexible when it comes to working remotely or accommodating various life situations (sick days, doctor visits, etc.). Management is encouraged to measure an employee by their work and impact, and not by hours spent at their office. 2. Great colleagues! Though unfortunately, many have been leaving due to the instability of IBM's HW development business. 3. At least in my area, there's a high level of flexibility on which projects should I undertake based on my and my management assessment of business impact.

Cons

1. Unfortunately, IBM still uses the "normal distribution" rating system, where at the end of the year each employee is ranked as a top contributor (5%), above average contributor (15%), average contributor (~75%), and bottom contributor (5%). This curve is difficult to apply in the R&D world, where you may have many members of the team working long and hard hours, and end up being "average contributors" at the end of the year, because there just isn't room for all to be top contributors. 2. The above may not be so disturbing, if only IBM didn't practically cancelled all raises, performance bonuses and incentive for the non top-performers. I've had a consistent "above average" rating in the last 4-5 years, and my raise and performance bonus were ridiculous mere 1.5-2% of my salary. Were I rated "average contributor" I would have gotten NOTHING. So you can imagine that people can go year after year without any raise to their salary. From talking to manager friend, this is IBM's way to eliminate the non-top-performers without having to fire them, as part of its direction of reducing US manpower. 3. Hiring freeze in many areas - again, as part of IBM's attempt to reduce its workforce across North America and Europe we see many jobs move to the India and Far East markets. This is of course upsetting to see local teams shrink and disappear, especially when many great local IBM colleagues and experts begin to drop out. From my experience thus far working with India SW teams - they are still very far away from the standards I would have expected from US and Europe based teams. 4. Poor top down communication about company's and divisions' future. Employees learn from rumors and news websites what's about to come...

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IBM Response
10y
Thanks for sharing your experience, and we're glad that you've had a positive experience working with talented colleagues and taking advantage of IBM's programs. IBM is in the midst of a major transformation, --our Systems business is going through its own changes to strengthen competitiveness. Change is never easy. As part of our transformation, we just launched a whole new approach for how we are coaching employees, delivering feedback and managing reviews. No distribution guidelines or what some think of as 'stacked rankings." What's particularly great is that this was co-designed with our employee base from all over the world... to the tune of hundreds of thousands of page views, comments, on-line debates and discussions. IBMers even named the new system Checkpoint, to reflect the regular feedback rituals we're adopting. Managers are more empowered with the new methodology to help them acknowledge the great work of their teams and help their employees develop professionally. These steps and more are showing up in our employee surveys as well. So IBMers are feeling the change. We are confident these changes will help us in continuing to attract and retain great talent.
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