Agile Career Development: Lessons and Approaches from IBM
(Sprache: Englisch)
Supercharge Performance by Linking Employee-Driven Career Development with Business Goals How do you make career development work for both the employee and the business? IBM(R) has done it by tightly linking employee-driven career development programs with...
Leider schon ausverkauft
versandkostenfrei
Buch
35.26 €
17 DeutschlandCard Punkte
sammeln
- Lastschrift, Kreditkarte, Paypal, Rechnung
- Kostenlose Rücksendung
Produktdetails
Produktinformationen zu „Agile Career Development: Lessons and Approaches from IBM “
Supercharge Performance by Linking Employee-Driven Career Development with Business Goals How do you make career development work for both the employee and the business? IBM(R) has done it by tightly linking employee-driven career development programs with corporate goals. In Agile Career Development, three of IBM's leading HR innovators show how IBM has accomplished this by illustrating various lessons and approaches that can be applied to other organizations as well. This book is for every HR professional, learning or training manager, executive, strategist, and any other business leader who wants to create a high performing organization. "In the 21st century, there will be an increasing competitive need for any company to operate as a globally integrated enterprise that can effectively develop and then tap the skills and capabilities of its workforce anywhere in the world. In IBM, we have worked to enable a workforce that is adaptive, flexible, and capable of responding to changes in the marketplace and the needs of our clients.
Agile Career Development shows how focusing on career development opportunities and guidance for employees is a key factor in our business strategy and a major source of value for IBM employees. This book can be used as a guide to any organization that is seeking to find practical ways to develop the talent of its workforce." --J. Randall MacDonald, Senior Vice President, IBM Human Resources "This book highlights tried and true best practices developed at a company known the world over for active dedication to their workforce. Mary Ann, Diana, and Sheila have captured the key issues that will enhance and streamline your career development program and, subsequently, increase employee engagement, retention, and productivity. I particularly like their practical, real-life understanding of the barriers to most career development programs and the manageable framework to bring career growth to life. They also teach us how to make a business case for career development--critical in creating the foundation for a sustainable program. This includes a good blend of benefits both for the individual employee and the organization as a whole.
I only wish I had this book available to me years ago when I was managing a career development program!" --Jim Kirkpatrick, Ph.D., author of Implementing the Four Levels of Transferring Learning to Behavior
Inhaltsverzeichnis zu „Agile Career Development: Lessons and Approaches from IBM “
Foreword xvii Acknowledgments xxi About the Authors xxiii Chapter 1 Having the Right Skills in the Right Place at the Right Time 3 Career Development? Who Cares? You Should. 4 Why Career Development Is Paramount to a Company's Strategy 6 Change, Complexity, and Globalization 7 Career Development Impacts the Bottom Line 9 Models for Career Development 12 Develop Strategy 14 Attract and Retain Talent 15 Motivate and Develop 15 Deploy and Manage 16 Connect and Enable 16 Transform and Sustain 17 The IBM Approach: Essential Components of Career Development 17 Responsive and Resilient Workforce 18 Linking Performance Management to Career Development 19 Learning and Development 19 Collaboration and Innovation 20 Summary 21 Endnotes 22 Chapter 2 Enabling Career Advancement 25 Why Employees Leave...and the Connection to Career Progression 25 A Case for Change at IBM 30 The Transformation Begins 30 Career Programs Initiated 31 The Definition of a Career Framework 33 The Definition of a Career 33 Setting the Baseline for Expertise Management 36 Competencies and Associated Behaviors 37 Skills that Align to Specific Job Roles 39 Developing Capabilities 40 Summary 41 Endnotes 42 Chapter 3 Defining the Career Development Process 45 Introduction 45 What Is Career Development Anyway? 46 The Benefits of Career Development 48 Benefits to Employees 48 Benefits to Managers 49 Benefits to Clients 50 Benefits to Shareholders 50 Flexibility Needed in Career Development 51 Organizational Differences 51 Learning Style Differences 52 Employee Needs 52 Strategy as the Driving Force Behind the Career Development Process 53 IBM Values as the Foundation of How Employees Act and Develop Themselves 53 Traveling the Road to Career Development 54 Company Business Strategy and Goals 54 Personal Goals and Aspirations 56 Career Opportunities in the Company 56 A Partnership Between the Organization, Managers, and Employees 57 The Career Development Process: An Overview 58 Selecting and Developing New
... mehr
Employees 58 New Employee Orientation Program 60 Assessing Levels of Expertise 62 Growing Levels of Capabilities 63 Creating Meaningful Development Plans 63 Supplementing Development Plans with Experience-based Learning 64 Measuring Success 65 Summary 66 Endnotes 67 Chapter 4 Selecting the Best Talent and Developing New Employees 71 The Changing Landscape for New Employees 71 Actions for Onboarding Success 75 Selecting Talent 78 Onboarding New Employees 82 The Evolution of IBM's Onboarding Program 82 Orienting and Developing New Employees 85 Pre-Hire 85 New Employee Orientation Program 86 Touchpoint Calls 90 Engaging Managers in the Process 90 Helping New Employees Beyond the Learning 91 Onboarding for Supplemental Employees 93 Measuring Success 93 The Journey Continues 94 Summary 97 Endnotes 97 Chapter 5 Assessing Levels of Expertise and Taking Action to Drive Business Success 101 General Overview 101 Assessing the Organization's Expertise Portfolio--An Ongoing Business Necessity 103 Aligning Expertise Management with Business Strategy 105 Aligning Employee Interests and Career Aspirations with Skills Forecasting 108 Tools and Practices to Support the Development of Expertise 109 Employee Succession Planning--Strategically Important to the Business 111 Changing Workforce Demographics--A Factor to Be Assessed 114 Varying Approaches to Managing Talent and Skills to Build the Enterprise of the Future--What Drives IBM? 117 Incubating Talent for Business Success--The IBM Way 118 Removing the Mystery from Career Development--IBM Defines a Holistic Approach 119 Summary 121 Endnotes 121 Chapter 6 Building Employee and Organizational Capability 125 Changing Dynamics and Its Impact on Growing Capability 125 Building Careers 127 Considering Employee Needs When Creating Meaningful Careers 128 Flexible Career Paths as an Essential Element of Career Development 129 The Generalist Versus the Versatilist 130 Defining Job Roles as the Basis for Career Paths 132 Putting Career Paths into Action 138 Gaining the Right Experiences to Build Capability for Career Advancement 142 The Components of the Career Framework 143 Managerial Career Paths 145 Summary 146 Endnotes 148 Chapter 7 Creating Meaningful Development Plans 151 Having the Right Skills 151 Road Map or GPS? 152 The Purpose of Career Development Plans and Why They Are Important 153 Characteristics of Effective Career Development Plans 154 Personalizing Career Development Plans 155 Focusing on Specific Development Needs 155 Making the Plans Practical 156 Integrating On-the-Job Learning Experiences 157 "Owning" the Development Plan 157 Development Plans as a Living Process 157 Emphasizing Mentoring, Coaching, and Personal Feedback 158 Career Development Plans at IBM 158 Preparing for the Development Discussion 159 Holding the Development Discussion 160 Software Engineer, Richard Wang 162 Human Resource Generalist, Bonnie Lawson 165 Future Directions for Career Development Plans at IBM 168 Summary 169 Endnotes 170 Chapter 8 Linking Collaborative Learning Activities to Development Plans 173 Overview 173 Collaborative Learning--A Catalyst for Knowledge Transfer 177 Setting the Stage for Team Synergy--A Critical Factor in Collaborative Learning 178 IBM Values--An Anchoring Point for Innovative Career Development Options 180 Career Development at IBM 182 Employee Perspective #1 182 Employee Perspective #2 184 Exploring Ways IBM Uses Innovative Approaches to Facilitate Learning and Development 185 Looking at IBM's Experiential Learning Portfolio in More Detail 186 Other Experiential Learning Options 191 Job Rotation 191 Stretch Assignments 192 Job Shadowing 194 Cross-Unit Projects 195 Patents and Publications 196 Summary 197 Endnotes 197 Chapter 9 Measuring Success 201 The Importance of Measurement 201 Measuring the Success of Career Development Programs 203 Initial Questions to Ask 203 Issues, Opportunities, and Challenges 204 Levels and Impact of Measurement 205 Measuring Career Development at IBM 208 New Employee Orientation Measurement Process 210 Program Overview 210 Phase One: Time-Series Evaluation Design 211 Phase Two: Steady-State Evaluation Stage 211 Post-Classroom Survey 212 Interviews with Participants, Buddies, and Managers 212 Sample 1: Participants 212 Sample 2: Managers 213 Sample 3: Buddies 213 Interview Protocols 213 Sales Training Measurement Process 216 Program Overview 217 Results of New Sales Training 219 Lessons Learned 222 Other Measurements at IBM 224 Experience-based Learning Measurement Process 224 Measuring Impact and Effectiveness 225 Global Mentoring Program 226 Collective Measurement of Career Development Programs at IBM 229 Career Development: The Difference It Can Make 230 Endnotes 232 Index 235
... weniger
Autoren-Porträt von Mary Ann Bopp, Diana A. Bing, Sheila Forte-Trammell
Mary Ann Bopp, Manager of Career Development in IBM's Center for Learning and Development, leads design, development, and deployment of numerous IBM global career development initiatives and related processes. She has 21 years of corporate education, training, performance consulting, and project management experience, as well as 10 years of management accounting experience. Diana A. Bing recently retired as IBM's Director for Professional Development and Enterprise Learning after 31 years with the company. She led IBM's strategic efforts to plan and deliver programs that develop IBM's employees and enrich the company. She currently is an executive and professional coach, supports nonprofits, and is involved in developing programs regarding women and diversity. Sheila Forte-Trammell, Learning Consultant in IBM's Center for Learning and Development, has held HR positions ranging from Placement Counselor and Recruiting to Multicultural People in Technology Program Manager. She has had responsibility as a Human Resources Partner and for several of IBM's career development programs. She is now focused on expanding IBM's Global Mentoring Program as a business imperative across the many borders of IBM's employee population. Sheila Forte-Trammell and Diana A. Bing are coauthors of Intelligent Mentoring: How IBM Creates Value through People, Knowledge, and Relationships.
Bibliographische Angaben
- Autoren: Mary Ann Bopp , Diana A. Bing , Sheila Forte-Trammell
- 2009, 246 Seiten, Maße: 16,1 x 23,7 cm, Gebunden, Englisch
- Verlag: ADDISON WESLEY PUB CO INC
- ISBN-10: 0137153643
- ISBN-13: 9780137153640
Sprache:
Englisch
Kommentar zu "Agile Career Development: Lessons and Approaches from IBM"
0 Gebrauchte Artikel zu „Agile Career Development: Lessons and Approaches from IBM“
| Zustand | Preis | Porto | Zahlung | Verkäufer | Rating |
|---|
Schreiben Sie einen Kommentar zu "Agile Career Development: Lessons and Approaches from IBM".
Kommentar verfassen