Reference Hub1
Virtual Speed Mentoring in the Workplace - Current Approaches to Personal Informal Learning in the Workplace: A Case Study

Virtual Speed Mentoring in the Workplace - Current Approaches to Personal Informal Learning in the Workplace: A Case Study

Chuck Hamilton (IBM Center for Advanced Learning IBM, Canada), Kristen Langlois (IBM Canada Ltd., Canada) and Henry Watson (IBM Canada Ltd., Canada)
Copyright: © 2010 |Volume: 1 |Issue: 2 |Article: 5 |Pages: 8
ISSN: 1947-8518|EISSN: 1947-8526|DOI: 10.4018/jvple.2010040105
Cite Article Cite Article

MLA

Hamilton, Chuck, Kristen Langlois and Henry Watson. "Virtual Speed Mentoring in the Workplace - Current Approaches to Personal Informal Learning in the Workplace: A Case Study." IJVPLE 1.2 (2010): 59-66. Web. 1 Jan. 2019. doi:10.4018/jvple.2010040105

APA

Hamilton, C., Langlois, K., & Watson, H. (2010). Virtual Speed Mentoring in the Workplace - Current Approaches to Personal Informal Learning in the Workplace: A Case Study. International Journal of Virtual and Personal Learning Environments (IJVPLE), 1(2), 59-66. doi:10.4018/jvple.2010040105

Chicago

Hamilton, Chuck, Kristen Langlois and Henry Watson. "Virtual Speed Mentoring in the Workplace - Current Approaches to Personal Informal Learning in the Workplace: A Case Study," International Journal of Virtual and Personal Learning Environments (IJVPLE) 1 (2010): 2, accessed (January 01, 2019), doi:10.4018/jvple.2010040105

Export Reference

Mendeley
Favorite Full-Issue PDF

Abstract

Informal learning is the biggest undiscovered treasure in today’s workplace. Marcia Conner, author and often-cited voice for workplace learning, suggests that “Informal learning accounts for over 75% of the learning taking place in organizations today” (1997). IBM understands the value of the hyper-connected informal workplace and informal learning that comes through mentoring. This case study examines a novel approach to mentoring that is shaped only by virtual space and the participants who inhabit it. The authors found that virtual social environments can bridge distances in a way that is effective, creative and inexpensive. Eighty-five percent of virtual speed mentoring attendees reported that this approach achieved their learning objectives. Participants also reported that virtual social spaces like Second Life® are suitable delivery vehicles for mentoring, and that connecting with people was much easier than via telephone or web conferencing.

References

Conner, M. L. (1997). Informal learning. Retrieved September 15, 2009 from http://www.marciaconner.com/intros/informal.html
Gibson J. J. (1977). The theory of affordances. In ShawR. E.BransfordJ. (Eds.), Perceiving, acting, and knowing. Hillsdale, NJ: Lawrence Erlbaum Associates.
Gitomer J. (2006). Little black book of connections – 6.5 ASSETS for networking your way to RICH relationships. Austin, TX: Bard Press.
IBM. (2005). On demand learning: Blended learning for today's evolving workforce. Retrieved September 15, 2009 from http://www935.ibm.com/services/uk/index.wss/executivebrief/igs/a1022918?cntxt=a1006794
IBM. (2009). About IBM. Retrieved September 9, 2009 from http://www.ibm.com/ibm/us/en/
Norman D. A. (1990). The design of everyday things. New York: Doubleday.

Request Access

You do not own this content. Please login to recommend this title to your institution's librarian or purchase it from the IGI Global bookstore.