Index
A
adaptable workforces, 9
aligning
employee interests and career aspirations with skills forecasting, 108-109
expertise management with business strategy, 105-107
American Society for Training and Development (ASTD), 115
apprentice programs, 20
aspirations, road to career development, 56
assessing
expertise portfolios, 103-105
levels of expertise, new employees, 62-63
ASTD (American Society for Training and Development), 115
attendance, employee onboarding, 77
attracting talent, 15
attrition, measuring career development, 207
B
behavioral-based interviewing process, 79-81
benefits of career development, 48
to clients, 50
to employees, 48-49
to managers, 49-50
to shareholders, 50
bottom line, career development and, 9-12
Branham, Leigh, 28
Brennan, Mike, 126
“Bridging the Skills Gap,” 101
buddies
measurement data, 213
new employees at IBM, 59
buddy program, developing new employees, 91-92
business impact
IBM Mentoring program, 190
participant interviews, 216
business strategy, aligning with expertise management, 105-107
Butler, Timothy, 47
buying decisions, 84
C
candidates for jobs, interviewing, 79-81
Cannon, Michael, 95
growing levels of, new employees, 63
capability
changing dynamics and impact on capability, 125-127
gaining experiences for career advancement, 142
career advancement, gaining experiences to build capability, 142
career advisor networks, 144
career aspirations, aligning with skills forecasting, 108-109
career development, 4-6
benefits, 48
to clients, 50
to employees, 48-49
to managers, 49-50
to shareholders, 50
defined, 46
Holley, Kerrie, 182-184
Pelham, Jennifer, 184
IBM approach to, 17-18
collaboration and innovation, 20
learning and development, 19-20
linking performance management to career, 19
workforce, responsive and resilient, 18
impact of, 230-232
impact on bottom line, 9-12
impact on company’s strategy, 6-7
linking to performance management, 19
measuring at IBM, 208-209
overview of the process, 58-59
removing mystery from, 119-120
value creation, 4
career development model, IBM, 175-176
career development plans, 152
characteristics of, 154-155
emphasizing mentoring, coaching, and, 158
focusing on specific development needs, 155-156
integrating on-the-job learning experiences, 157
making plans practical, 156
owning the development plan, 157
personalizing plans, 155
plans as a living process, 157
IBM, 158
future of, 168-169
holding development discussions, 160-168
preparing for development discussions, 159-160
purpose of, 153-154
career development programs, measuring success of, 203
challenges, 204-205
impact of measurement, 205-208
opportunities, 205
questions to ask, 203-204
career development strategies, creating, 12
Career Development/Succession Planning, 190
components of, 143-145
defined, 33
career opportunities in the company, road to career development, 57
career paths, 35
acting on, 138-142
defining job roles, 132-138
managers, 145-146
career programs, initiated at IBM, 31-32
certifications, 136
challenges to measuring success of career development programs, 204-205
pace of, 8
changing landscape, new employees, 71-74
changing workforce demographics, 114-116
characteristics
of effective career development plans, 154-155
emphasizing mentoring, coaching, 158
focusing on specific development, 155-156
integrating on-the-job learning, 157
making plans practical, 156
owning the development plan, 157
personalizing plans, 155
plans as a living process, 157
of jobs, explaining to candidates, 79
checklist of actions for bringing on new employees, 80
classroom component, orientation programs, 61
clients, benefits of career development, 50
coaching career development plans, 158
collaboration, 137
career development, 20
measuring career development, 208
collaboration programs, 20
collaborative learning, 177-178
teams, 178-180
collective measurement of career development programs at IBM, 229-230
communities, 137
communities of practice, 20
company goals, road to career development, 54-56
company strategies, road to career development, 54-56
competencies, 37-39
complexity, 8
components of career framework, 143-145
confidentiality, measuring career development, 208
connecting people, IBM Mentoring program, 189
consistency, measuring career development, 208
continuous improvement, measuring career development, 208
corporate strategies, flexibility (in career development), 53
cultural differences, employee onboarding, 77
customization, employee onboarding, 77
D
data collection
interviews, 212
buddies, 213
managers, 213
participants, 212
protocols for, 213-216
measuring career development, 206-208
delivery numbers, 219
Dell, global corporate talent, 112
DeLong, David W., 113
demographic shifts, 8
demographics
forecasting, 115
workforce, changing, 114-116
developing
future leaders, 112
new employees, 58-60
assessing levels of expertise, 62-63
buddy program, 91-92
engaging managers in the process, 90-91
growing levels of capabilities, 63
onboarding for supplemental employees, 93
orientation programs, 60-62
development discussions
holding, 160-162
examples, 162-168
preparing for, 159-160
development plans, creating, 63-64
supplementing with experience-based learning, 64-65
discipline, 179
diversity, 178
drivers of engagement, 11
dynamics, changing (impact on growing capability), 125-127
E
earnings per share (EPS), 10
ease of use, measuring career development, 209
Echo-Boomers, 73
economic crisis of 2008, 72
effectiveness of experienced-based learning, 225-226
Effron, Marc, 114
elements of career development, 55
employee engagement, 9-10
“Employee Engagement, A Review of Current Research and Its Implications,” 10
employee interests, aligning with skills forecasting, 108-109
employee lifecycle, 84
employee needs, flexibility (in career development), 52-53
employee onboarding, 75-76
success in, 76-78
employee turnover
at IBM, 30
career programs, 31-32
transforming career development, 30-31
reasons for, 25-29
employees
benefits of career development, 48-49
assessing levels of expertise, 62-63
changing landscape for, 71-74
checklist of actions for bringing on, 80
developing, 90-93
growing levels of capabilities, 63
measuring success of, 93-94
“The New Employee Experience,” 94-96
orientation programs, 60-62, 86-89
pre-hire, 85-86
touchpoint calls, 90
succession planning, 111-114
supplemental employees, onboarding, 93
engagement, 9-10
drivers of, 11
Enterprise of the Future, 117
managing talent and skills, 117-118
EPS (earnings per share), 10
executives, turnover rates, 204
exit surveys, IBM, 30
experience-based learning
measuring, 224
global mentoring programs, 226-228
impact and effectiveness, 225-226
supplementing development plans, 64-65
experiences, gaining for career advancement, 142
Experiential Learning Portfolio
cross-unit projects, 195
job rotation, 191-192
job shadowing, 194
mentoring, 186-190
patents and publications, 196
stretch assignments, 192-193
expert mentoring, 190
expertise
assessing levels of expertise, new employees, 62-63
supporting development of, 109-111
expertise assessment, 102-104
Expertise Assessments, 62
expertise management, 36-37, 102-104
aligning with business strategy, 105-107
Expertise Management process, 119
Expertise Management System, career framework, 142
components of, 143-145
expertise portfolios, 102
assessing, 103-105
external talent recruiting strategy, mapping, 103
F
facilitator impact, 219
feedback
career development plans, 158
forms, 225
from focus groups, 227
interview participants, 214
flexibility (in career development), 51
corporate strategy, 53
employee needs, 52-53
IBM values, 54
learning style differences, 52
measuring career development, 209
organizational differences, 51
focus groups, 227
focusing on specific development needs, career development plans, 155-156
forecasting, 107
demographics, 115
Friedman, Laurie, 78
Friedman, Thomas, 7
G
GAAP (Generally Accepted Accounting Principles), 134
Gandossy, Robert, 114
gap analysis, 145
“A Gateway to Organizational Success,” 109
Gayeski, D.M., 6
Gebavi, Andrew, 126
Generally Accepted Accounting Principles (GAAP), 134
give back, 188
Global CEO Study (2008), 117
The Global Human Capital Study (2008), 104
global mentoring programs, experienced-based learning, 226-228
Global Positioning Systems (GPS), 153
The Global Sales School, lessons learned, 216-218, 222
Glover, Ron, 178
goals
career development plans, 153
company goals, road to career development, 54-56
personal goals, road to career development, 56
GPS (Global Positioning Systems), 153
Guiding Principles, measuring career development at IBM, 208
Gulati, Ranjay, 34
H
Hansen, Katharine, 79
Herzberg, Frederick, 26-27
holding development discussions, 160-162
examples, 162-168
holistic approach
to career development, 119-120
employee onboarding, 77
Holley, Kerrie; IBM career development, 182-184
human needs, 26
hygiene factors, 28
I
IBM
approach to career development, 17-18
collaboration and innovation, 20
learning and development, 19-20
linking performance management to career, 19
workforce, 18
career development, 47-48, 175-176, 182
Holley, Kerrie, 182-184
measuring, 208-209
Pelham, Jennifer, 184
career development plans, 158
future of, 168-169
holding development discussions, 160-168
preparing for development discussions, 159-160
career development programs, collective measurement, 229-230
employee turnover, 30
career programs, 31-32
transforming career development, 30-31
evolution of onboarding program, 82-85
learning and development
cross-unit projects, 195
innovative approaches to, 185-186
job rotation, 191-192
job shadowing, 194
mentoring, 186-191
patents and publications, 196
stretch assignments, 192-193
mentoring programs, 65
sales training measurement process, 216-217
lessons learned, 222-223
program overview, 217-219
results of new sales training, 219-221
values, 180-182
flexibility (in career development), 54
IBM Expertise Management System, 118
IBM Fellows, 182-184
IBM Global CEO Study (2008), 126
IBM Mentoring program, 189-190
IBMers, 181
impact
of career development, 230-232
of experienced-based learning, 225-226
of measuring career development programs, 205-208
incubating talent for success, 118-119
innovation, career development, 20
innovative approaches to learning and development, 185-186
cross-unit projects, 195
job rotation, 191-192
job shadowing, 194
mentoring, 186-191
patents and publications, 196
stretch assignments, 192-193
integrating on-the-job learning experiences, career development plans, 157
Intellectual Property & Licensing (IP&L), 196
interests, life interests, 47
internal trended survey, 66
interview protocols, measurement data, 213-216
interviewing job candidates, 79-81
interviews
for measurement data, 212
buddies, 213
interview protocols, 213-216
managers, 213
participants, 212
participants, feedback, 214
IP&L (Intellectual Property & Licensing), 196
J
job candidates, interviewing, 79-81
job roles
aligning skills to, 39
defining as basis for career paths, 132-138
Learning Facilitator role, 141
job sculpting, 47
jobs, characteristics (explaining to job candidates), 79
joint ventures, 175
K
Kirkpatrick, Donald, 65, 93, 205
Kirkpatrick/Phillips, 205
Kleiman, Mel, 84
knowledge, 181
Kroth, Michael, 90
L
Lancaster, Lynne C., 116
Lawler III, Edward, 105
Lawson, Bonnie (Human Resource Generalist), 165-168
leaders, developing future leaders, 112
learning, career development, 19-20
learning activities, 136
learning and development, 176
collaborative learning, 177-178
experienced-based learning
global mentoring programs, 226-228
measuring, 224
measuring impact and, 225-226
innovative approaches to, 185-186
cross-unit projects, 195
job rotation, 191-192
job shadowing, 194
mentoring, 186-191
patents and publications, 196
stretch assignments, 192-193
teams, 178-180
Learning Facilitator role, 141
learning model for development of expertise, 110
learning portals, 20
learning styles, flexibility (in career development), 52
leave, 25. See also employee turnover
Level 1, Reaction (Kirkpatrick/Phillips model), 205
Level 2, Learning (Kirkpatrick/Phillips model), 205
Level 3, Behavior (Kirkpatrick/Phillips model), 206
Level 4, Results (Kirkpatrick/Phillips model), 206
Level 5, ROI (return on investment), Kirkpatrick/Phillips model, 206
life interests, 47
M
Making Talent a Strategic Priority, 112
managers
benefits of career development, 49-50
career paths, 145-146
helping to engage new employees, 90-91
measurement data, 213
managing
skills, 117-118
talent, 117-118
Manville, Brook, 4
mapping, external talent recruiting strategy, 103
Maslow, Abraham, 26
Massey, Dr. Morris, 52
measurement data
interviews, 212
buddies, 213
managers, 213
participants, 212
protocols, 213-216
measuring
career development at IBM, 208-209
career development programs, collective measurement, 229-230
experience-based learning, 224
global mentoring programs, 226-228
impact and effectiveness, 225-226
new employee orientation programs, 210
post-classroom survey, 212
program overview, 210-211
steady-state evaluation stage, 211
time-series evaluation design, 211
sales training programs, 216-217
lessons learned, 222-223
program overview, 217-219
results of new sales training, 219-221
of new employees, 93-94
success of career development programs, 203
challenges, 204-205
impact of measurement, 205-208
opportunities, 205
questions to ask, 203-204
mentoring, 185
career development plans, 158
Career Development/Succession Planning, 190
expert mentoring, 190
global mentoring programs, 226-228
programs, 65
socialization mentoring, 190
Mercer Human Resource Consulting, 125
Millennials, 73
motivating talent, 15
motivation factors, 28
motivators, 27
N
NCDA (National Career Development Association), 46
Net Generation, 73
“The New Employee Experience,” 94-96
new employee orientation programs, 60-62, 86-89
measuring, 210
post-classroom survey, 212
program overview, 210-211
steady-state evaluation stage, 211
time-series evaluation design, 211
new employees, 58-60
assessing levels of expertise, 62-63
changing landscape for, 71-74
checklist of actions for bringing on, 80
developing
engaging managers in the process, 90-91
onboarding for supplemental employees, 93
with buddy program, 91-92
growing levels of capabilities, 63
measuring success of, 93-94
“The New Employee Experience,” 94-96
evolution of IBM’s onboarding program, 82-85
success with, 76-78
orientation programs, 60-62, 86-89
pre-hire, 85-86
touchpoint calls, 90
New IBMer Zone, 61
O
objectives, measuring career development, 209
on-the-job learning experiences, integrating, 157
onboarding, 75-76
new employees, 82
evolution of IBM’s onboarding program, 82-85
success with, 76-78
supplemental employees, 93
onboarding programs, evolution of IBM’s program, 82-85
online learning plan, orientation programs, 61
OPM (U.S. Office of Personnel Management), 19
opportunities to measure success of career development programs, 205
organizational differences, flexibility in career development, 51
organizational intelligence, IBM Mentoring program, 189
orientation programs
measuring new employee orientation programs, 210
post-classroom, 212
program overview, 210-211
steady-state, 211
time-series, 211
new employees, 86-89
orientation programs for new employees, 60-62
owning career development plans, 157
P
pace of change, 8
participants
interviews
business impact on, 216
feedback, 214
measurement data, 212
partnerships between organizations, managers, and employees (road to career), 57-58
patents and publications, 186, 196
path to career development, 54
business strategy and goals, 54-56
career opportunities in the company, 57
partnerships between organization, managers and employees, 57-58
personal goals and aspirations, 56
Payton Educational Consulting, 177
Pelham, Jennifer; IBM career development, 184
performance management, linking to career development, 19
Persico, Frank, 118
personal aspirations, road to career development, 56
personal feedback, career development plans, 158
personal goals, road to career development, 56
personalizing career development plans, 155
Phillips, Jack, 205
plans for career development, 152
characteristics of, 154-155
emphasizing mentoring, coaching, and, 158
focusing on specific development needs, 155-156
integrating on-the-job learning, 157
making plans practical, 156
owning the development plan, 157
personalizing plans, 155
plans as a living process, 157
IBM, 158
future of career development plans, 168-169
holding development discussions, 160-168
preparing for development discussions, 159-160
purpose of, 153-154
Platz, Brian, 75
post-classroom survey, measuring new employee orientation programs, 212
pre-hire, new employees, 85-86
preparing for development discussions, 159-160
Pritchett, Price, 179
problem identification, 156
publications, 196
push factors, 28
Q
questions to ask when measuring success of career development programs, 203-204
R
recruitment efforts, 78
removing mystery from career development, 119-120
retaining talent, 15
road maps, 152-153
road to career development, 54
business strategy and goals, 54-56
career opportunities in the company, 57
partnerships between organizations, managers and employees, 57-58
personal goals and aspirations, 56
Rometty, Ginni, 14
S
Sales Learning, 222
sales training programs, measuring, 216-217
lessons learned, 222-223
program overview, 217-219
results of new sales training, 219-221
satisfaction, 27
selecting
new employees, 58-60
assessing levels of expertise, 62-63
growing levels of capabilities, 63
orientation programs, 60-62
talent, 78-79
behavioral-based interviewing, 79-81
self-actualization, 27
seller perceptions, 218
seller performance, 218
seller productivity, 218
senior executives, turnover rates, 204
shareholders, benefits of career development, 50
SHRM (Society for Human Resources Management), 26
aligning to specific job roles, 39
career development at IBM, 183
managing, 117-118
skills dictionary, 37
skills forecasting, aligning with employee interests and career aspirations, 108-109
socialization mentoring, 190
Society for Human Resources Management (SHRM), 26
specialties, 136
steady-state evaluation stage, measuring new employee orientation programs, 211
Stillman, David, 116
strategies
business strategies, aligning with expertise management, 105-107
for career development, 12
company strategies, road to career development, 54-56
as driving forces behind career development process, flexibility, 53
talent management strategies, 13
connecting and enabling, 16
deploying and managing, 16
developing, 14
motivating and developing, 15
talent, attracting and retaining, 15
transforming and sustaining, 17
stretch assignments, 186, 192-193
success
of career development programs, measuring, 203
challenges, 204-205
impact of measurement, 205-208
opportunities, 205
questions to ask, 203-204
incubating talent for, 118-119
of new employees, measuring, 93-94
with onboarding, 76-78
succession planning, 111-114
Sun Microsystems, measuring success, 204
supplemental employees, onboarding, 93
supplementing development plans with experience-based learning, 64-65
supporting development of expertise, 109-111
surveys, 66
internal trended survey, 66
results with mentoring, 228
workplace effectiveness survey, 66
T
talent
attracting, 15
external talent recruiting strategy, mapping, 103
incubating for success, 118-119
managing, 117-118
motivating, 15
retaining, 15
scarcity of, 71
selecting, 78-79
behavioral-based interviewing process, 79-81
talent management strategy, 13
connecting and enabling, 16
deploying and managing, 16
developing, 14
motivating and developing, 15
talent, attracting and retaining, 15
transforming and sustaining, 17
Taylor, Craig R., 84
Team IBM, 181
teams, learning, 178-180
temporary assignments, 186
time management, 156
time-series evaluation design, measuring new employee orientation programs, 211
tools for supporting the development of expertise, 109-111
touchpoint calls, new employees, 90
touchpoints, orientation programs, 61
transformations, 17
“Transforming IBM,” 174
Trophy Generation, 73
turnover (employees)
reasons for, 25-29
among senior executives, 204
two-factor theory, 27
U
U.S. Office of Personnel Management (OPM), 19
“Unlocking the DNA of the Adaptable Workforce,” 104
V
validation process, 144
value creation, career development, 4
values
flexibility (in career development), 54
IBM, 180-182
ValuesJam, 54
W-X
Waldroop, James, 47
Wang, Richard (Software Engineer), 162-165
Watson, Thomas J., 180
workforce demographics, changing, 114-116
workplace effectiveness survey, 66
WorldJam, 30
Y-Z
new employee orientation program, 86-89