| PrintNumber | ErrorLocation | Error | Correction | DateAdded |
|---|---|---|---|---|
| 1 | pix | printline to be updated on reprint | 1/4/2010 | |
| 1 | p32 | Introduction to a one-day career event, a highly interactive, live event designed to help IBM employees learn about resources and tools they can use to grow their skills and create an engaging and energetic working experience for themselves today and into the future | Introduction to a one-day career event, a highly interactive, live event designed to help IBM employees learn about resources and tools they can use to grow their skills and create an engaging and energetic working experience for themselves today and into the future. | 1/4/2010 |
| 1 | p33 | Do an Internet search on the words “career framework,” and you will find literally thousands of websites in which all manner of organizations—large and small, public and private—have implemented a framework to guide employees in the development of their careers. The sites will contain many common words and phrases, such as skills, competencies, training and learning, career path, career progression, succession planning, gaps in skills and competencies, capabilities, opportunities, and more. | Do an Internet search on the words “career framework,” and you will find literally thousands of websites in which all types of organizations—large and small, public and private—have implemented a framework to guide employees in the development of their careers. The sites contain many common words and phrases, such as skills, competencies, training and learning, career path, career progression, succession planning, gaps in skills and competencies, capabilities, opportunities, and more. | 1/4/2010 |
| 1 | p37 | Capabilities—As employees grow their competencies, become enabled, build skills, and gain new experiences, they develop multiple capabilities that clients value. | Capabilities—As employees grow their competencies, become enabled, build skills, and gain new experiences, they develop capabilities that clients value. | 1/4/2010 |
| 1 | p38 | The competencies have become a staple in pinpointing areas of focus that are important for individual development planning. Employees are encouraged to consider the competencies as they create their annual development goals and associated learning plans for achieving business performance. | The competencies have become a staple in pinpointing areas of focus that are important for individual development planning. Employees are encouraged to consider the competencies as they create their career development goals and associated learning plans for achieving business performance. | 1/4/2010 |
| 1 | p39 | All employees need to grow and develop their skills. Hence, being able to identify what skills are needed helps employees identify current skill needs and future job opportunities. | All employees need to grow and develop their skills. Hence, being able to identify skill gaps helps employees identify current skill needs and potential future job opportunities. | 1/5/2010 |
| 1 | p41 | Other advantages include * Offers employees clear guidance on how to advance in their careers * Supplies a roadmap to developing capabilities that employees need not only to provide value to the client, but also to shape their own career paths over time * Provides clients with employees who have the capabilities to deliver “best in class,” seamless service * Aligns with company values and desired culture * Contributes to the company’s image in the marketplace and as a company to work for |
Other advantages include: * Offers employees clear guidance on how to advance in their careers. * Supplies a roadmap to developing capabilities that employees need not only to provide value to the client, but also to shape their own career paths over time. * Provides clients with employees who have the capabilities to deliver “best in class,” seamless service. * Aligns with company values and desired culture. * Contributes to the company’s image in the marketplace and as a company to work for. |
1/5/2010 |
| 1 | p46 | If any of these steps is skipped, the construction of the house could falter. | If any of these steps are skipped, the construction of the house could falter. | 1/5/2010 |
| 1 | p55 | The following are some thought-provoking questions related to IBM strategy that employees should consider in setting and achieving their business goals: | The following are some thought-provoking questions related to IBM strategy that employees should consider in setting and achieving their business and development goals: | 1/11/2010 |
| 1 | p58 | As an introduction to this holistic approach, a chapter-by-chapter view of IBM’s career development process is summarized in Figure 3.2. | As an introduction to this holistic approach, a chapter-by-chapter view of IBM’s career development process is summarized in Figure 3.2 and described in this section. | 1/11/2010 |
| 1 | p59 | Creating an early connection to IBM helps retain top talent, which is a win for the new employee as well as for the business. | Creating an early connection to IBM helps retain employees, which is a win for the new employee as well as for the business. | 1/11/2010 |
| 1 | p63 | As employees define their development goals early in the year, they also document their plans for development. | As employees define their development goals early in the year, they also identify their plans for development. | 1/12/2010 |
| 1 | p73 | HR professionals say these workers to demand more flexibility, meaningful jobs, professional freedom, higher rewards, and a better work-life balance than older workers do. | HR professionals say that these workers demand more flexibility, meaningful jobs, professional freedom, higher rewards, and a better work-life balance than older workers do. | 1/12/2010 |
| 1 | p75 | According to Kaiser Associates, Inc. having such on boarding programs “have become strategic tools by which companies are able to differentiate themselves from their recruiting competition.” | According to Kaiser Associates, Inc. having such onboarding programs “have become strategic tools by which companies are able to differentiate themselves from their recruiting competition.” | 1/12/2010 |
| 1 | p82 | It lets them know that people care about them, teaches them about the company, its culture, its values, and what it stands for and helps them learn how to get in contact with resources. | It lets them know that people care about them, teaches them about the company, its culture, its values, and what it stands for and helps them learn how to find resources. | 1/12/2010 |
| 1 | p83 | As IBM instructional designers pored through research, best practices inside and outside the company, and input from internal studies, they came to several conclusions about how to change the company’s onboarding program. | As IBM instructional designers poured through research, best practices inside and outside the company, and input from internal studies, they came to several conclusions about how to change the company’s onboarding program. | 1/12/2010 |
| 1 | p84 | Kleiman, also author of Hire Tough, Manage Easy—How to Find and Hire the Best Hourly Employees, believes that employers have to address what’s foremost on employees’ minds. | Kleiman, also author of Hire Tough, Manage Easy—How to Find and Hire the Best Hourly Employees, says that employers have to address what’s foremost on employees’ minds. | 1/12/2010 |
| 1 | p85 | ...the components that is under development is how IBM extends the new employee orientation beyond the first few months and to reflect a more holistic “new employee experience” that spans the employee’s first two years. | ...the components that is under development is how IBM extends the new employee orientation beyond the first year and to reflect a more holistic “new employee experience” that spans the employee’s first two years. | 1/12/2010 |
| 1 | p87 | Matrix—IBM is a highly matrixed organization, with employees often taking work direction from one or more managers or project managers | Matrix—IBM is a highly matrixed organization, with employees often taking work direction from one or more managers or other leaders | 1/12/2010 |
| 1 | p92 | If the new colleague is located at a customer location, share pertinent information regarding the arrangements. | If the new colleague is located at a client location, share pertinent information regarding the arrangements. | 1/12/2010 |
| 1 | p92 | Provide information about new hire networks and diversity groups, as applicable. | Provide information about new hire networks, as applicable. | 1/12/2010 |
| 1 | p129 | What was a thriving career yesterday could diminish or even vanish tomorrow as jobs are sourced in emerging countries where labor costs are lower, or technologies change and certain job roles become obsolete. | What was a thriving career yesterday could diminish or even vanish tomorrow as jobs require totally different skills than in the past, or technologies change and certain job roles become obsolete. | 1/12/2010 |
| 1 | p130 | Employees may spend their entire careers in one particular primary job category, such as a project manager or a consultant. | Employees may spend their entire careers in one particular primary job category, such as a software developer or human resources. | 1/12/2010 |
| 1 | p132 | Employees also change job roles over time, whether it’s within the same organization or a new organization. | Employees may also change job roles over time, whether it’s within the same organization or a new organization. | 1/12/2010 |
| 1 | p133 | How long a given employee stays in a particular job role or moves to other job roles depends on a variety of factors, and it is this movement that forms a person’s career path. | How long a given employee stays in a particular job role or moves to other job roles depends on a variety of factors, and it is this movement that contributes to a person’s career path. | 1/12/2010 |
| 1 | p142 | Jane needs to enter the career path here based on her level; hence, she needs a customized career path to increase her skills to be competitive for the Senior Learning Specialist level while she is in the Learning Facilitator job role. | Jane needs to enter the career path here based on her level; hence, she needs a customized career path to increase her skills to be competitive for the Senior Learning Specialist level while she is still in the finance job role. | 1/12/2010 |
| 1 | p147 | Secure senior management commitment, sponsorship, and funding, within both HR and the business unit. | Secure senior management commitment, sponsorship, and funding, within both HR and the business units. | 1/12/2010 |
| 1 | p147 | Gain the right experiences that lead to career advancement by building individual capabilities that clients value. | Provide employees access to the right experiences that lead to career advancement by building individual capabilities that clients value. | 1/12/2010 |
| 1 | p216 | Comparisons of attendees versus non-attendees are listed in Table 9.2. | Comparisons of attendees versus non-attendees on a set of survey items show that, on every item, the percentage of those who agreed or strongly agreed on a 5-point scale were higher for those who attended versus did not attend the program. See Table 9.2 for differences in percentage points between the two groups. | 1/13/2010 |
| 1 | p216 | Table 9.2 Participant and Business Impact Comparisons | Table 9.2 Percentage Point Difference Between Those Who Attended Versus Did Not Attend | 1/13/2010 |
| 1 | p216 | Table 9.2 2nd column heading: Increase in Percentage for Attendees vs. Non-Attendees |
% Point Difference | 1/13/2010 |