Contents
Chapter 1 Having the Right Skills in the Right Place at the Right Time
Career Development? Who Cares? You Should.
Why Career Development Is Paramount to a Company’s Strategy
Change, Complexity, and Globalization
Career Development Impacts the Bottom Line
The IBM Approach: Essential Components of Career Development
Responsive and Resilient Workforce
Linking Performance Management to Career Development
Chapter 2 Enabling Career Advancement
Why Employees Leave...and the Connection to Career Progression
The Definition of a Career Framework
Setting the Baseline for Expertise Management
Competencies and Associated Behaviors
Skills that Align to Specific Job Roles
Chapter 3 Defining the Career Development Process
What Is Career Development Anyway?
The Benefits of Career Development
Flexibility Needed in Career Development
Strategy as the Driving Force Behind the Career Development Process
IBM Values as the Foundation of How Employees Act and Develop Themselves
Traveling the Road to Career Development
Company Business Strategy and Goals
Personal Goals and Aspirations
Career Opportunities in the Company
A Partnership Between the Organization, Managers, and Employees
The Career Development Process: An Overview
Selecting and Developing New Employees
New Employee Orientation Program
Growing Levels of Capabilities
Creating Meaningful Development Plans
Supplementing Development Plans with Experience-based Learning
Chapter 4 Selecting the Best Talent and Developing New Employees
The Changing Landscape for New Employees
Actions for Onboarding Success
The Evolution of IBM’s Onboarding Program
Orienting and Developing New Employees
New Employee Orientation Program
Engaging Managers in the Process
Helping New Employees Beyond the Learning
Onboarding for Supplemental Employees
Chapter 5 Assessing Levels of Expertise and Taking Action to Drive Business Success
Assessing the Organization’s Expertise Portfolio—An Ongoing Business Necessity
Aligning Expertise Management with Business Strategy
Aligning Employee Interests and Career Aspirations with Skills Forecasting
Tools and Practices to Support the Development of Expertise
Employee Succession Planning—Strategically Important to the Business
Changing Workforce Demographics—A Factor to Be Assessed
Incubating Talent for Business Success—The IBM Way
Removing the Mystery from Career Development—IBM Defines a Holistic Approach
Chapter 6 Building Employee and Organizational Capability
Changing Dynamics and Its Impact on Growing Capability
Considering Employee Needs When Creating Meaningful Careers
Flexible Career Paths as an Essential Element of Career Development
The Generalist Versus the Versatilist
Defining Job Roles as the Basis for Career Paths
Putting Career Paths into Action
Gaining the Right Experiences to Build Capability for Career Advancement
The Components of the Career Framework
Chapter 7 Creating Meaningful Development Plans
The Purpose of Career Development Plans and Why They Are Important
Characteristics of Effective Career Development Plans
Personalizing Career Development Plans
Focusing on Specific Development Needs
Integrating On-the-Job Learning Experiences
Development Plans as a Living Process
Emphasizing Mentoring, Coaching, and Personal Feedback
Career Development Plans at IBM
Preparing for the Development Discussion
Holding the Development Discussion
Software Engineer, Richard Wang
Human Resource Generalist, Bonnie Lawson
Future Directions for Career Development Plans at IBM
Chapter 8 Linking Collaborative Learning Activities to Development Plans
Collaborative Learning—A Catalyst for Knowledge Transfer
Setting the Stage for Team Synergy—A Critical Factor in Collaborative Learning
IBM Values—An Anchoring Point for Innovative Career Development Options
Exploring Ways IBM Uses Innovative Approaches to Facilitate Learning and Development
Looking at IBM’s Experiential Learning Portfolio in More Detail
Other Experiential Learning Options
Measuring the Success of Career Development Programs
Issues, Opportunities, and Challenges
Levels and Impact of Measurement
Measuring Career Development at IBM
New Employee Orientation Measurement Process
Phase One: Time-Series Evaluation Design
Phase Two: Steady-State Evaluation Stage
Interviews with Participants, Buddies, and Managers
Sales Training Measurement Process
Experience-based Learning Measurement Process
Measuring Impact and Effectiveness
Collective Measurement of Career Development Programs at IBM