IBM has always been proud to have many talents. Huade Sen, founder of IBM is listed as one of the celebrity top ten U.S. business, he often said: “As an entrepreneur, no doubt to consider the profits, but profits can not be too seriously. Companies must always put the people first, respect for the company’s employees and help them foster self-esteem of the faith and courage, which is half the battle. “

According to the company development strategy, IBM provides long-term continuous training. IBM business and technical staff education can be up to 20 years, from the entry of education, has been long ongoing education, the whole enterprise is a learning organization. IBM network systems also provide staff with learning opportunities through the network.

Testinside site certification in major competitions, IBM topped the list issued in 2009, thanks to IBM’s “long bench plan.” “Bench plan” is originated in the United States.

In the 000-004 certification exam, the exam is often placed on a bench beside the field, waiting for examination candidates sitting above. Every person in front of complete examination, the first man on the bench to play, sitting on a bench to sit on the second person is the first person position, followed by transposition, and just down the examination for the to complete the examination leave.

Therefore, in order to play at a glance. IBM certifications I planning and “bench plans” very similar, and thus named.

February each year, IBM required that every important position to be nominated successor, Phase I, Phase II, respectively, are. HR leaders and negotiate with IBM’s CEO, combined with other regional and even the headquarters of IBM succession planning, the successor to determine the new year training plan, which is the next training, an important basis for promotion. Above the level of each employee in charge before taking office, there is a hard target, to determine their place within a year or two who will take over, or even who suddenly left the place. Nurture a competent level and above every one of the performance of employees. If not training his own successor, and that his only stay, has been in this position, there is no opportunity for advancement. For the executives, to nurture a responsibility to help subordinates grow is to help itself grow. The successors of those who are considered as employees, on the one hand because of their own development path and clearly can be targeted to improve their skills, on the other hand due to the excitation into the enthusiasm of succession planning.