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• U.S. Representative Pete Stark (D-CA): Stark Statement Introducing the Medicare Early Access Act of 2005. Excerpts: Today, during Cover the Uninsured Week, I am pleased to introduce a bill to help nearly four million people age 55-65 obtain access to affordable health insurance. I am joined by my colleague Rep. Sherrod Brown and more than 90 additional Democratic cosponsors in introducing the “Medicare Early Access Act,” one of three signature bills that offer attainable, common sense solutions for the uninsured.
  We have 45 million Americans without health insurance – 8 million of whom are children. Millions more are underinsured with paltry policies that exclude necessary benefits or charge a king’s ransom for co-pays and deductibles. Increasingly, access to coverage and quality care in this country is determined by an ability to pay rather than medical need.
  There are many approaches to addressing the needs of the growing population without health coverage in this country. As most of my colleagues know, I am an advocate of a universal health care system in which each and every American would have health coverage. That is the most fair, affordable, and sustainable solution to our national health care needs. [...]
  The Medicare Early Access Act targets early retirees; the Family Care Act, being introduced by Rep. Dingell, targets children and families; and the Small Business Health Insurance Promotion Act, being introduced by Rep. Barrow, targets small businesses and self-employed individuals. The Medicare Early Access act would provide people age 55 to 65 with the option of buying into Medicare.
• Physicians for a National Health Insurance: The unraveling of private insurance. By Leonard Rodberg. Excerpts: Americans spend more on health care than anyone else on earth. We are first in spending, but, according to recent surveys, 14th in public satisfaction with our health system. Per person, our government spending alone is more than government plus private spending on health care in any other country. And yet our health statistics are comparatively poor, with life expectancy 24th in the world, infant mortality 27th, and more than 45 million people without any health insurance at all. So why does the US spend so much and get so little in return? Because of one simple fact: we are alone in the world in relying on private insurance to fund health care. [...]
  With the employer-based system leaving increasing numbers of Americans without health coverage, some people propose requiring that individuals purchase insurance to solve the problem. The State of Massachusetts recently passed legislation to create an “affordable” insurance plan and require everyone without other insurance to purchase such a policy. The American Medical Association supports such an individual mandate, and other states are considering the idea.
  What’s wrong with it? After all, anyone owning a car is required to have car insurance. The simple answer is that most people who don’t have health insurance today could not afford to buy a policy that would really give them adequate coverage. Today, the average policy for an individual costs more than $4,000 per year and, for a family, over $10,000 each year. Clearly someone earning the minimum wage ($10,000 per year for fulltime work) could not afford to purchase health insurance for her or his family.
  While the Massachusetts plan envisions state subsidies that might lower the price for some people, these will be too limited to assure access to quality care. In the end, residents of Massachusetts will be required to spend a lot of money in exchange for very poor coverage.
  Nor is an individual mandate the solution from the point of view of the nation’s health system. As one wag put it, “If GM can’t keep down the cost of health care, how can we expect Mom and Dad to do it?” Employers have a lot more bargaining power than individual consumers, and they can’t keep a lid on costs. Ultimately, it is not employer-based insurance that is failing, but the inefficient and increasingly unaffordable private, for-profit health insurance system.

• AFL-CIO: Dow’s Up. Everyone Must Be Happy, Right? By Tula Connell. Excerpts: Political pundits are puzzled, puzzled that what they falsely call a good U.S. economy is not translating into votes for Republican candidates. With the Dow Jones stock index over 12,000, why aren’t voters happy? Gas prices have temporarily blipped downward. Why aren’t Republican office holders getting credit?
  We’ll skip a discussion of the Dow, which last year was packed with better performing stocks and so is artificially skewed (never mind that it represents only 30 stocks anyway). And with OPEC recently voting to tighten the oil supply, it’s only a matter of time before gas prices jump again. The real point is that the rise or fall of 30 stocks on the Dow doesn’t affect the economic well-being of working families. The Dow’s increases benefit the investor class, not the working class.
  What counts for the 99 percent of working people who didn’t get a massive tax cut for the wealthy from the Bush administration—and who barely have enough money to get by, let alone invest in the stock market—are family-supporting jobs, affordable health care and secure retirement. And by that measure, the Bush administration’s policies have been a total failure.
• From the Job Cuts Status & Comments page
  • Comments 10/22/06: I was at a party last night talking to a young engineer who still works at IBM. (I am now a male RN, having given up on engineering.) When he was asked as a member of one of IBM's 'retention' committees how IBM could retain engineers, he stated 'Stop firing their dads!' Needless to say, the advice wasn't heeded. -Ex-Beamer-
  • Comments 10/23/06: A team of employees walked out together in Armonk. They surrendered their badges at the same time for better opportunity. They all moved to jobs in NYC. Why? Their area is being sent to Brazil. They left before being handed the pink slip. Guess what? They are making far more at Citibank than at IBM. IBM wants you all to leave. Why? Their aim is to cut employment in USA from 130,000 to 70,000 by 2007 end. -The Writing Is On The Wall-
  • Comments 10/26/06: Can anyone provide information/details on the difference between the regular RA and one that is because of an outsourced job? I know it's a 60 day notice but is there a difference in the severance?-Anonymous-
  • Comments 10/27/06: Re: Diff between regular and outsourced packages: I am in the STG job cut, due to outsourcing. I got 60 days notice. My package seems to be the same - it had a write-in spot for manager to write in the last date of employment - I suspect so the same huge pile of paper could be used for either outsourced or non-outsourced layoffs. I've been at IBM 16 years, and am getting severance of 1/2-years pay (that's the cap, I should get 32 weeks pay, but it is capped at 26). -Anonymous-
• From the General Visitor's Comment page:
  • Comment 10/22/06: How much more does Sam, Randy, and the rest of the IBM fat cat executives have to pay for/into their health benefits for 2007? We will never know since they say "..we don't have have the right to know..", "..we don't have to make this known..", and "..besides, it doesn't apply to us so why do you ask?". I bet not as much (maybe little, if any) as we IBM employees and IBM retirees have to now!!! -Anonymous-
  • Comment 10/22/06: IBM supposedly had a great 3rd quarter. If that is truly so let's hope the 3rd QTR scorecard results for the business units reflect that most or all at least met expectations and target. If not, then the bar has been raised or is being raised (arbitrarily with moving metrics perhaps?) too aggressively which means it is rigged to further lower potential for employee bonus or "variable pittance plan". -Anonymous-
  • Comment 10/23/06: My medical for 2007 has gone from $520 to $667..These corrupt CEO's (Gerstner,Palmisano) will be living free of any medical cost and receiving millions(more than a Billion) now he's at the Carlisle Group helping with the one world Government. IBMers unite and call the CEO and Randy Mcdonald. Get these idiots who are taking down IBM fired and thrown in Jail for Corporate Theft of our benefits and anything else they can get them for. There needs to be an investigation into this Company and Gerstner and Palmisano!! I am so fed up with IBM's lowlife Management! -Anonymous-
  • Comment 10/26/06: Robert LeBlanc (General Manager SWG) made a comment in an all-managers meeting that the software industry is competitive (duh) and if your looking for 9-5 and work-life balance to go to McDonalds. I'm only working maybe like 10-4 so I guess I'm OK. -screwedbyIBM-
  • Comment 10/26/06: LeBlanc is apparently out of the HR-jargon loop; he must not have gotten the "work smarter" memo. At least that's the standard answer around here, whenever another person is laid off and the remaining people are expected to simply absorb their work. -smartEnoughToLeave-
  • Comment 10/27/06: I am an IBM retiree with some very expensive medical options offered to me. However I noticed that the "IBM Medical Supplement" has zero cost. Adding prescription drug coverage bumps it up to big numbers very quickly -- to outrageous levels if you have dependents. I treat the IBM Medical supplement as catastrophe coverage and get the rest from Medicare. I do pay IBM for dental and vision coverage. This means I have to work my way through the Medicare Part D maze looking for a bargain, but I'm saving/earning thousands of dollars per year. By the way -- AARP has a website that is very helpful with this. -Anonymous-
• Pension Comments page
  • Comment 10/24/06: If retired IBM employees must use most of their IBM pensions to pay for the "free" IBM retirement medical benefits...then iBM has found a rather sneaky way of stealing your pension money! I recall how IBM pointed to the iBM retirement plan and medical as part of our "total compensation", justifying the ever smaller raises.. Does this mean that IBM has stole pay from us? It was in writing and every manager told us so..To sue or not..that is the question? -Anonymous-
• IBM employees on employee raises

• "Managing expectations" by "Dose of reality". Full excerpt: I have to tell you, for someone coming in at band 10, in HCM of all practices, you are pretty naive. Your comment: "the folks who gave me their insight have NO motivation to paint an inaccurate picture since I don't work at the Blue, yet"
  When a company is built on deceit and employee exploitation/perception arbitrage like IBM is, its representatives are rarely able to selectively turn off the spin machine. The lie becomes the truth, as they have to constantly live it and support it in order to be accepted and progress upward internally. This phenomenon is strengthened even more by the self-selection process, as those that are susceptible to rationalization, suppression of conscience, and in some cases overt, self-serving exploitation become the raw material that comprises the management ranks on a long term basis.
  Also, if a candidate such as yourself inquires about the culture, there will be an inclination to spin it positively, as it is in their own self interest to recruit competent staff, especially in the face of our current self-inflicted recruiting challenges.
  As to your attempt to write this off as "....they claimed it was not an ideal world, there are things to fix, like in every company", as if to say it's like this everywhere so no company is any worse than any other, is nothing short of rationalization. There are most certainly degrees of good and bad across companies.
  Of course there is always a dynamic where a company will try to tip the scales in its favor with its management of the employee relationship. However, good companies recognize that:
  • Long term company perception within its ranks and within the job market trumps short term cost savings, especially in a professional services business. We make absolutely no substantive attempt to foster employee goodwill - most companies do. We look on HCM as a game of how to get something more for nothing.
  • Recognition of above average to excellent employees has to be real and fair in order for its human capital to produce at a level that will make the company competitive, and this has to be throughout the organization. Here, we only reward the band D and above, and many times it is not commensurate with their real contribution to results, but rather it is based on achievement of metrics that are gamed to be easy, or in some cases on the backs of another executive in the organization.
  If you are coming in at band 10, and are politically astute and like to play offense, you should be able to do OK. Most band 10s rely on their ability to find a band 9 or two to blame when things don't go well. I hope for your sake that you like to play that game.
  Contrary to what you have stated, there are companies that understand how to manage Human Resources for long term success. GE comes to mind, but they are not alone.
  Perhaps your philosophy of "let's race our competition to the bottom of the employee exploitation barrel, because every company does it, and candidates will have no choice but to come to work for a company that screws its employees" is the new HR Zeitgeist. It certainly is working in the case of your candidacy. Whatever happened to "Physician heal thyself"? Or are you more technical than functional?
  We rely on a combination of ignorance and low expectations to keep the employee pipeline flowing. I can help with the former, but there is not much that anyone can do to help you with the latter.
• "Well...well" by "brownfranc". Full excerpt: I always find it interesting when someone is painting a rosy picture of BCS. Now, I have been with BCS for many years, and I can assure you that it was a personal sacrifice to be part of the blue pig. They talk a lot about innovation but they should start innovating the way they treat their human capital. Rewarding Mediocrity has become a science at BCS. I have met very few talented partners. I am so glad I am out. I would love to share crazy stories but the market will soon uncover the true nature of BCS. Be honest!
• "A Different View" by "ancientblueconsultant". Full excerpt: Most employees and ex-employees see only a portion of IBM. In addition, most individuals believe that if an employer is a poor one that has terrible working conditions and practices this will translate to a bad financial performance. Unfortunately, this is quite the opposite case. The Blue Pig, taking advantage of youth still blinded by its old brand image, takes advantage of them through less than optimal compensation, run of the mill or below par benefits, etc. to make more money than the average corporation.
  The services business, although allegedly important, is really a front for the software and hardware business. That's where the money always has been and always will be in the pig. Services is a front to bring sales in to the door. Outsourcing is a way to optimize the use of pig software and hardware and leverage against non-IBM resources.
  Don't be surprised if the company moves to brand oriented services supporting their product sales and a smaller "though leader" component to take opportunities of leveraged pricing with OEM equipment/software. Think of Armonk as the money "Cookie Monster" eating everything in its way, especially piglets. They are fooled with the fine print then cast off when not needed. Not a pleasant crowd up there.
• "Candid Feedback" by "KewlSimba". Full excerpt: Team on this board, when I said the management was saying good things, I meant to say ....they claimed it was not an ideal world, there are things to fix, like in every company. They were encouraging to come on board. BCS - Human Capital Management. I was looking at this board, and yes, most of the posts I read scare the hell out of me to be honest with you.
  Everyone on this post has genuine comments. Of course, I have to agree they come from the heart. What leaves me confused is, what choice to make. The band I am being asked to come is a 10. And I have to take back my "reeks of acidity" comment. Probably sounds more caustic, but one hour of review of the board left me scared of IBM.
• "Why would you trust them over this board?" by "civilliberty". Full excerpt: People here can comment anyway they like - positive, negative, without getting found out. I know people at IBM who have nothing but positive things to say about off-shoring - to say otherwise would be career and job suicide. Those that do say something are usually those that are either making their exit or are more than happy when the hammer falls on them and go on to better onshore opportunities.
• "You should be scared" by "jb40967". Full excerpt: It's true that this board sometimes goes over the edge but majority of the things you read here are true. The first thing I wanted to ask was what level were the people that gave you the "good impression" about IBM. If they are partners, you should take it with a grain of salt. Partners at IBM don't have much influence in how the BCS practice is managed.
  Second, to help you with your decision, maybe you should ask if you can speak to a fellow band 10 within BCS. Find out how long he/she's been there. I would bet that the person's a recent hire as well.
  The ranks of Band 9-10 within BCS has been decimated over the past few years. I left as a Band 9 this year. In a 5-year project that I worked at, 4 out of the 5 Band 9s that ran the project left. The only one that's still there is still a Band 9 after more that five years. In my last project, they had to bring in someone off the street to replace me.
  The reasons why people leave are obvious -- better jobs/life elsewhere, not much possibility for further advancement when you reach 9 or 10. Basically, there's no carrot on the end of the stick. If all that's okay with you then, welcome to BCS!
• "A really useful answer...really!" by "Dose of reality". Full excerpt: OK, in increasing order of pain:
  Level 1 – You were just hired and you have a nervous anticipation about what the job will really be like, but you are looking forward to collecting your first paycheck. You had a few challenges with the recruiting process, and have some issues with its administration, but you are willing to overlook it, because “you will never have to deal with them again”. After all, why would anyone believe that the competency, culture and attitude of the recruiting department will in any way be an indication about the similar qualities of the rest of the HR function?!
  Level 2 – You have been here for a month or so, and have yet to be put on your first project. You spend half of your days on administrative work, and the other half surfing the internet. You were approached about a project role that had nothing to do with your background, was halfway across the country, and involved work that a monkey could do. You dismissed that, since there is no way they would put an esteemed recruit like you on monkey work right?!
  Level 3 – You just finished your first month on the monkey role project, have to fly out on a Sunday afternoon with two stopovers, are staying at a 1970s vintage Holiday Inn, and are skipping meals to stay within your per diem. You are working 55 hours a week and only billing 40, even though the policy says otherwise. Your project manager doesn’t give you much direction, but that must be because you are so talented, capable, and are doing a terrific job. No one has said otherwise, so it must be true right?
  Level 4 – You have been on the project for a year, have graduated to scheduling meetings, and have even been allowed to speak during workshops. Your project is 3 months behind schedule, and you are now working 70 hours a week, and still billing 40. That’s OK, since you have foregone all of your vacation and are just on the cusp of the 90% utilization required to get a “1” rating, or so you think. With such an impressive track record of work effort, worklife sacrifice, and no negative comments at all from your project manager, you must be on a path to great financial reward and an imminent promotion. While you are hating every day at work, you feel like you are paying dues that will pay off in a big way later on. All those other veterans around you that complain about their situation just aren’t in your class, and really have no reason not to feel positive.
  Level 5 – You just received your annual performance evaluation and were rated a “2”, along with 70% of the rest of your practice. You are a little disappointed, but how bad could that be? Two months later you receive your salary increase and bonus for the year and they are 2% each. You are told that they would have been 6% and 12%, if only BCS had met its profit targets. You asked what they were, and were told, “we can’t disclose that”, and “just wait ‘til next year. You are pretty upset, but just figure this is just the way it is. After all, this is IBM, and they must know what they are doing right?!
  Level 6 – Next year comes and it is a repeat of your first year, except you are asked to do even more. Despite that, you receive the same raise and bonus. You now start every day by surfing the BCS site on Vault.com, and hear a lot of stories about how others are upset about their treatment at IBM, and still others that left IBM for 40% raises and a supportive and rewarding culture. This is the highest pain level that you can achieve.
  Level 0 – You put your resume out in the market, get three offers at reputable companies for 20 – 30% more than you are currently making. This time, you do the right research, choose the right one, and live happily ever after.
  My question to you is why don’t you just start at level 0 and save yourself a lot of aggravation?!
• "Start Dates - push back" by "ddellilo". Full excerpt: As IBM enters the 4th quarter, they are trying to keep expenses down by playing with start dates. Here is a quote from an e-mail received today, "New hires for 4Q should start by Nov. 15th and be immediately billable. Any starts planned for after Nov. 15th that would not be immediately billable should be deferred until 2007." Basically, if they have a project lined up for you to work on, you should start right away. If there is nothing, you will be deferred until January 2007.
• "Said another way..." by "Dose of reality". Full excerpt: Screw you! We can get a warm body any day of the year. If we lose strong candidates due to this soft freeze, we don't give a damn. It is a simple numbers game, beat our meager minimum recruiting standards, and you will get the same consideration, whether you are a summa cum laude with a fat Rolodex, or a borderline candidate. What does that tell you about the caliber of people we hire, the HR culture, and your chances for career success and financial reward?!
• "No Problem" by "Wok N Off". Full excerpt: Posting here is, well, therapeutic! I do believe it is important for those who know how it really is around here to post in the interest of fair disclosure for the newbies. You may recall I posted a detailed "day in the life" in the context of our travel policy a couple of months ago.
  Unfortunately, the 70 hour weeks, billable at 40 of course, have kept me very busy filling the pockets of bozos reaping my hard earned sweat.
  I remember reading somewhere that you have to look at those above you in title and ask, "Do you want to become like them"? In the time I have been here, I haven't seen anyone I admire or would like to become at levels above me. Perhaps the lack of inner moral fortitude has been the greatest disappointment.
  For those with a strand of doubt after reading eloquent postings from several insiders and still desire to work here, perhaps they deserve what they get. I only wish I had done so before I joined.