Cutting 'Old Heads' at IBM (propublica.org)

An anonymous reader shares a report: As the world's dominant technology firm, payrolls at International Business Machines swelled to nearly a quarter-million U.S. white-collar workers in the 1980s. Its profits helped underwrite a broad agenda of racial equality, equal pay for women and an unbeatable offer of great wages and something close to lifetime employment, all in return for unswerving loyalty. But when high tech suddenly started shifting and companies went global, IBM faced the changing landscape with a distinction most of its fiercest competitors didn't have: a large number of experienced and aging U.S. employees.

The company reacted with a strategy that, in the words of one confidential planning document, would "correct seniority mix." It slashed IBM's U.S. workforce by as much as three-quarters from its 1980s peak, replacing a substantial share with younger, less-experienced and lower-paid workers and sending many positions overseas. ProPublica estimates that in the past five years alone, IBM has eliminated more than 20,000 American employees ages 40 and over, about 60 percent of its estimated total U.S. job cuts during those years. In making these cuts, IBM has flouted or outflanked U.S. laws and regulations intended to protect later-career workers from age discrimination, according to a ProPublica review of internal company documents, legal filings and public records, as well as information provided via interviews and questionnaires filled out by more than 1,000 former IBM employees.

Comments

Re:Institutional memory down the drain

[mbourgon]

You assume they would have listened and learned.

Re:Institutional memory down the drain

[rickb928]

You need several head-down coders to make stuff work.

You need a lot fewer old hands to look things over and point out the problems.

When Fat Lou Gerstner took over he essentially put everyone at IBM that didn't touch a product, deliver it, or face a customer on notice. Fortunately he spared the payroll department, but many mid managers disappeared. And so did many very capable people, some of whom went on to become IBM customers elsewhere.

Now the work has changed dramatically over the 8-10 years, and the employees have to change also, and to whine that they have to be 'allowed to change' doesn't work. IBM is in the midst of a lot of changes, GS being one, and they are playing a dangerous game by ditching experience and embracing offshoring in the name of cost reduction. It's not fair, but little in life is fair.