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Introduction
Group mentoring is emerging as a best practice in the training and development world. A cost-effective way to leverage learning resources in order to expand knowledge and skills across the enterprise, group mentoring was the subject of research conducted by Triple Creek in late 2009-early 2010. In the article "Group mentoring: rapid multiplication of learning" published in the previous issue of this journal ([1] Emelo, 2011), I analyzed Triple Creek's research findings and examined the impact group mentoring can have on individuals and organizations. Part two of this series will now look at best practices for designing and implementing group mentoring based on our research findings and client input. A case study from CDW Corporation will help show how group mentoring can work in today's global organizations.
Flexible, relational learning
In the past two years, Triple Creek has seen the number of our clients using group mentoring grow from six to more than 20, with a dozen more in the planning process. One organization leading this expansion into the use of group mentoring is Illinois-based CDW Corporation, a leading provider of technology products and services for business, government and education. Having already successfully leveraged one-to-one mentoring to expand peer learning among their 6,200 coworkers in 23 locations across the USA and Canada, CDW decided to take advantage of group mentoring capabilities within Open Mentoring® to target high-potential employees.
"Our Corporate Leadership Council tested over 300 different ways to improve coworker potential, and found that few truly build potential", says Danielle Krupinski, Manager, Organizational Capability at CDW. "However, there are three development practices that have the strongest impact on potential. These include: building strong professional high-potential networks, demonstrating a credible commitment to development, and offering high-risk leadership experiences that accelerate learning". All of these practices blend seamlessly with group mentoring activities.
CDW piloted group mentoring from August 2009 through March 2010 with graduates from their Sales Leadership Academy. Leaders in sales acted as advisors for the 15 group members, who are high-potential sales managers. Learners were split into two groups; one met face-to-face with all members in the Chicago office, while the other group met virtually with members spread across the USA and Canada. Each group decided their own learning topics and learners actually...