Foreword | p. xvii |
Acknowledgments | p. xxi |
About the Authors | p. xxiii |
Introducing IBM's Mentoring Portfolio | p. 1 |
Mentoring Transformations | p. 4 |
IBM's Challenge | p. 5 |
IBM's Response | p. 9 |
Creating a Mentoring Portfolio | p. 13 |
Contributions of Intelligent Mentoring | p. 16 |
References | p. 19 |
Organizational Intelligence: Using Just-in-Time Mentoring Solutions | p. 23 |
Overview: Revitalizing Mentoring | p. 24 |
Creating a Mentoring Hybrid | p. 26 |
IBM Revitalizes Mentoring | p. 27 |
Linking Mentoring to Organizational Intelligence | p. 30 |
Attracting and Recruiting Talent | p. 31 |
Socializing of Employees | p. 33 |
Accessing Knowledge and Expertise | p. 34 |
Supporting Knowledge Retention | p. 36 |
Sustaining a Knowledge-Resilient Culture | p. 38 |
Developing a Portfolio of Experiential Learning Opportunities | p. 40 |
Experiential Learning Opportunities in the Future | p. 43 |
References | p. 47 |
Organizational Intelligence: Fostering Communities of Knowledge | p. 51 |
Overview | p. 52 |
Learning through Communities of Practice | p. 53 |
Building Communities of Practice at IBM | p. 55 |
A Mentoring Solution | p. 57 |
Mentoring as Communities of Practice | p. 58 |
Lessons Learned from IBM's Mentoring Communities | p. 63 |
Mentoring Across Boundaries | p. 64 |
Strengthening Relational Competencies | p. 66 |
Fostering Meaningful Collaboration | p. 68 |
Mentoring Communities and the Future | p. 69 |
Valuing Community | p. 70 |
"THINK"ing at IBM | p. 70 |
Who Said an Elephant Can't Learn to Dance? | p. 71 |
References | p. 72 |
Connecting People: Creating Meaningful Engagement | p. 75 |
Moving from Isolation to Engagement | p. 76 |
The Benefits of Engaged Employees | p. 76 |
Challenges for Engaging a Globally Dispersed Workforce | p. 78 |
Mentoring, Technology, and Connecting People | p. 80 |
Creating Access to People | p. 81 |
Creating Access to Information | p. 82 |
Creating Access to Virtual Communities | p. 84 |
Example of an IBM Best Practice: Group Speed Mentoring | p. 86 |
Engaging Employees through Mentoring-Lessons Learned | p. 90 |
Technology as a Tool, Not a Panacea | p. 91 |
Holding Managers Accountable | p. 91 |
Some Final Engaging Thoughts | p. 92 |
References | p. 93 |
Connecting People: Mentoring as a Tool for Diversity and Inclusion | p. 97 |
The Importance of Connecting Among Difference | p. 98 |
The Workforce of the Future Is Here | p. 99 |
Diversity as a Business Imperative | p. 101 |
Enhancing Diversity: Why Mentoring Matters | p. 103 |
Connecting within Diversity at IBM | p. 105 |
Mentoring Based on Affinities | p. 109 |
Group Mentoring via Diversity Networks | p. 110 |
Asian Diversity Network Group at IBM | p. 112 |
Looking Toward the Future | p. 116 |
References | p. 121 |
Connecting People: Using Mentoring to Signal Value in People | p. 125 |
The Power of Value in People | p. 126 |
What Employees Expect-A Relational View | p. 128 |
Employees' Perceptions of Organizational Support | p. 131 |
How Organizational Leaders Can "Signal Support" | p. 133 |
Using Reverse Mentoring to Signal Support | p. 136 |
Respect for the Individual | p. 138 |
Support for Employee Development | p. 139 |
Collaboration across Difference | p. 140 |
Preventing Career Derailment: A Plan for Success | p. 141 |
Reverse Mentoring: Signaling Value in People across IBM | p. 144 |
Reverse Mentoring in the United States | p. 145 |
Reverse Mentoring in Finland | p. 146 |
Reverse Mentoring in Latin America | p. 148 |
Looking Toward the Future-Multigenerational Collaboration | p. 151 |
Lessons Learned-Signaling Ethics and Integrity | p. 153 |
References | p. 155 |
Business Impact: Using Mentoring to Deliver Value for Competitive Advantage | p. 159 |
Adding Value through Mentoring | p. 160 |
Mentoring Solutions as High-Performance Work Practices (HPWP) | p. 161 |
Enduring Skills Help to Create Competitive Advantage | p. 165 |
Developing a Balanced View of "Value Added" | p. 167 |
Dangle the Carrot-IBM's Marketing Group Mentoring Award | p. 172 |
Lessons Learned-Adding Value and Sustaining Business Impact | p. 176 |
References | p. 177 |
Business Impact: Using Mentoring Solutions to Solve "Wicked Problems" | p. 181 |
Mentoring as a Strategic Solution | p. 182 |
Using Mentoring to Solve "Wicked Problems" | p. 184 |
Global Talent Management as a "Wicked Problem" | p. 187 |
Mentoring: On the Manufacturing Floor to the Technical Labs | p. 191 |
Black Technical Leaders Forum (BTLF) | p. 193 |
Building a Global Knowledge Community-South Africa's Cross-Geography Mentoring Initiative | p. 197 |
Lessons Learned-Sustaining Business Impact via Strategic Mentoring Solutions | p. 203 |
Some Final Thoughts-The Impact of Intelligent Mentoring | p. 205 |
References | p. 207 |
Index | p. 209 |
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