Slashdot Mirror
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.
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.
The tech industry doesn't want to face the fact that its pro-immigration, pro-outsourcing, pro-get-it-done-no-matter-who-gets-fucked culture makes this necessary. Most of the clamoring for a UBI is essentially this if you read between the lines:
If we punished outsourcing, H1B use, etc. with hefty FICA taxes levied on their users, we could not only create more domestic jobs, but help reduce the deficits in our welfare system.
I can't wait for AI to take over Wall Street and put the traders out of business.
I didn't suggest anything to the contrary. You just missed my point which is that every foreign worker doing an American market-related job is a) not paying FICA taxes (employee or employer) and b) not contributing to the welfare of our national community.
The more a company that does business in the US chooses to export to the US instead of creating jobs in our market, the more they should face in taxes. The more they provide services to our market, the more their native clients should pay in FICA-related taxes. Specifically, I am saying that offshored work should incur punitive FICA excise taxes. A company that sacrifices $5m worth of native worker jobs to offshore to a $800k team supporting them should incur bare minimum a 100% FICA excise tax on the value of the contract. Plus the year end percentage of the company's total workforce based abroad who support the American market should factor into the overall tax rates of the company.
In other words, a company like IBM should be largely treated like a foreign company because it's about 75% foreign employees (citizenship + location) and heavily supports the domestic American market. Accordingly, it should be taxed in a way that privileges companies that have a higher ratio of American citizens to foreign employees.
IBM couldn't evaluate the value of it's workers. In a lot of places senior management really didn't understand what groups did so they came up with different metrics. Unfortunately the metrics often didn't make sense and were eventually gamed. One metric, the amount of time people spent on billable work got totally out of control. Secretaries were all fired because they never did work directly billable against a customer. Company meetings were held at lunch so they wouldn't count against total time. Training budgets were left unspent. IT was internally outsourced, sort of. IT became so incompetent each group had to maintain there computers on their own in spite of it. Older workers had more vacation time which would lower the billable percentage of a group. You could be the most amazing worker in the company but if you had 5 weeks of vacation you were toxic to your groups metrics.
I worked in a secure lab in Ottawa. We were screwed because we didn't fit in the metrics correctly. We billed up to $6000 USD an hour but lost money according to IBM accounting. We had to do our own sales but since we were classified as a delivery group had to give half our revenue to another sales group so that the sales could be counted by a sales group. When we made a sale in another geographic region we would give half the sale to a local sales group and half to the one in the other region. 4 guys, 1 weeks worth of work, bill the customer $250K and we are getting grilled for losing money. Oh, and the grilling counted against our billable hours.