How do you make career development work for both the employee and the business? This book is for every business leader who wants to create a high performing organization.
Summary
Title: Agile Career Development: Lessons and Approaches from IBM
Author: Mary Ann Bopp, Diana A. Bing, Sheila Forte-Trammell
Themes: Agile, Career, Cases, Technology
Year: 2010
Publisher: IBM Press/Pearson
ISBN: 0137153643, 9780137153640
Pages: 246
IBM has done it by tightly linking employee-driven career development programs with corporate goals and objectives.
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.
"... 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
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.
Mary Ann Bopp, Sheila Forte-Trammell and Diana A. Bing explain the company’s ongoing programming. They discuss what it does, why and how.
"... 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..." - Jim Kirkpatrick
Once employees enter the company, they need to feel welcomed, and they need a plan for getting quickly immersed in the work they were hired to do.
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| The Elements of Career Development, Captured from the Book |
Chapters of the Book:
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
Models for Career Development
The IBM Approach: Essential Components of Career Development
2. Enabling Career Advancement
Why Employees Leave… and the Connection to Career Progression
A Case for Change at IBM
The Definition of a Career Framework
The Definition of a Career
Setting the Baseline for Expertise Management
Competencies and Associated Behaviors
Skills that Align to Specific Job Roles
Developing Capabilities
3. Defining the Career Development Process
Introduction
What Is Career Development Anyway?
The Benefits of Career Development
Flexibility Needed in Career Development
Traveling the Road to Career Development
The Career Development Process: An Overview
4. Selecting the Best Talent and Developing New Employees
The Changing Landscape for New Employees
Actions for Onboarding Success
Selecting Talent
Onboarding New Employees
Orienting and Developing New Employees
Measuring Success
The Journey Continues
5. Assessing Levels of Expertise and Taking Action to Drive Business Success
General Overview
Assessing the Organization’s Expertise Portfolio
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
Changing Workforce Demographics
Varying Approaches to Managing Talent and Skills to Build the Enterprise of the Future
Incubating Talent for Business Success
Removing the Mystery from Career Development
6. Building Employee and Organizational Capability
Changing Dynamics and Its Impact on Growing Capability
Building Careers
Defining Job Roles as the Basis for Career Paths
Putting Career Paths into Action
Gaining the Right Experiences to Build Capability for Career Advancement
7. Creating Meaningful Development Plans
Having the Right Skills
Road Map or GPS?
The Purpose of Career Development Plans and Why They Are Important
Characteristics of Effective Career Development Plans
Career Development Plans at IBM
Future Directions for Career Development Plans at IBM
8. Linking Collaborative Learning Activities to Development Plans
Overview
Collaborative Learning
Setting the Stage for Team Synergy
IBM Values
Career Development at IBM
Exploring Ways IBM Uses Innovative Approaches to Facilitate Learning and Development
9. Measuring Success
The Importance of Measurement
Measuring the Success of Career Development Programs
Measuring Career Development at IBM
New Employee Orientation Measurement Process
Interviews with Participants, Buddies, and Managers
Sales Training Measurement Process
Other Measurements at IBM
Career Development: The Difference It Can Make
Mary Ann Bopp, Manager of Career Development in IBM Center for Learning and Development, leads design, development, and deployment of numerous IBM global career development initiatives and related processes.
Diana A. Bing recently retired as IBM Director for Professional Development and Enterprise Learning after 31 years with the company. Currently, she 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 Center for Learning and Development, has held HR positions ranging from Placement Counselor and Recruiting to Multicultural People in Technology Program Manager. Now she is focused on expanding IBM Global Mentoring Program as a business imperative across the many borders of IBM's employee population.
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