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4.1 Attracting and Retaining Talented and Diverse Workers
In 1953, the Equal Opportunity Policy of IBM was implemented for equity in hiring. From then on, the hiring equity policy has been implemented for a few decades, and IBM did achieved the promises of respecting and values differences among people in regions, religions, gender, etc. All employees can enjoy fair opportunities of recruitment, training, management, communication, etc. The equity in hiring attracts a large number of talented and diverse workers, and some of them become the dominant workforce in the IBM. The following table describes the region manning of IBM.
4.2 Achieving Marketing Management through Cultural Diversity
The market of IBM also has the characteristics of diversity. The commitment and leadership at all levels are the driving power for the diverse culture. A diverse workforce is required to market the products and service because the consumers comprise people having different ages, religions and values from different countries. In addition, these consumers are willing to buy the products and service from diversified corporation. Therefore, the workers with different cultural backgrounds can assist IBM to understand the influence of the cultural difference on the purchasing determination of the consumers ( www.51lunwen.org/humanresource/ Michael and Ilkka2007). At the same time, the respect of cultural diversity can encourage the workers from different countries to work more effectively in marketing. The following chart represents cultural diversity respected in by IBM Networking Group in 2007.
4.3 Building the Bridge between the Workplace and the Marketplace
IBM considers the workforce diversity as the bridge between the workplace and the marketplace. Public praise is considered to be an extremely part for a corporation to take more market shares the competitive era. IBM is fully aware of the concept that victory with the customer begins with winning in the workplace. What IBM did is published to the public, and consumers have their own thoughts on the judgment of IBM. Three years of practice allowed IBM to win the public praise from the year of 2000 to 2003.
According to Diversity and Inclusion of IBM (2007), in 2000, IBM hired the first black distinguished engineer, and a $50 Million Global Work/Life Fund was created for supporting the family of its employees all over the world. In 2001, IBM announced that the Global Work/Life Fund was extended into 2005. In 2002, sexual orientation and gender identity were added to the implementation of equality, and IBM achieved the most U.S. patents for the tenth consecutive year in the same year. After three years, IBM won the public praise from Working Mother Magazine, and it was recognized as one of the three Best Companies for Women of Color in 2003. By then, the bridge between the workplace to the marketplace was gradually built.

5.0 Achievements of IBM from Workforce Diversity Management

5.1 Achievements in Workers’ Abilities
Loyalty and Cooperation of Diverse Workers: IBM is able to deal with the diverse issues, and the productivity of the work team can be improved through absence rate reduction and