IBM reviews

Accountability & Ethics: Leadership misrepresented key steps in my promotion process. An upline manager stated my promotion case was approved when it wasn’t. My direct manager said my panel interview was scheduled and reported the same to HR, despite no attempt being made; when questioned, blame was shifted to an absent peer. When escalated, HR’s response was essentially, “sorry for your negative experience,” with no meaningful resolution. Forced Low Performance Ratings: The evaluation process requires a fixed percentage (e.g., ~15%) of employees to be rated low, which can result in no bonus and increased likelihood of being placed on a PIP—regardless of actual contribution. Narrow Definition of Success: In practice, only three things consistently matter: (1) revenue (Band 9+), (2) meeting minimum utilization, and (3) completing mandatory corporate training. Extraordinary effort (e.g., 60+ hour weeks or >100% utilization) often doesn’t translate into recognition. This structure incentivizes unhealthy behaviors—managers competing for sales credit and teams chasing any billable work to avoid utilization-driven penalties or promotion ineligibility. Onshore Talent Deprioritized: There is a disproportionate emphasis on offshore/nearshore staffing, sometimes at the expense of onshore teams and what engagements actually need for delivery and client outcomes. HR Support Degraded by Automation: HR has largely been replaced by AI/self-service workflows that frequently fail on basic tasks (paystubs, leave/FMLA guidance, etc.). Reaching a human can take several business days, and escalation cycles are slow—often weeks—with inconsistent follow-through. High Attrition: In my organization, attrition was extremely high—roughly a couple of people per week on average—creating constant churn and instability.

you change jobs every year;