Creating Virtual Mentoring Programs for Developing Intellectual Capital

• Main Author: Barrett, Bob
• Format: Conference Proceeding
• Language: English
• Subjects: Colleges & universities; Employees; Group dynamics; Human capital; Intellectual capital; Knowledge management; Mentoring programs; Recruitment; Studies
• ISSN: 2049-0933; 2049-0941

As more technologies evolve, economies change, and companies desire to expand globally, the intellectual capital in any organization also needs to be considered in terms of their current value and what they could offer the organization even more with the proper attention and development. Stewart (1997) noted that "human capital includes the dynamics of an intelligent (learning) organization in a changing competitive environment, its creativity, and innovativeness" (Stewart, 1997, p. 13). However, the dynamics of an organization can be affected by differences in locations, time zones, cultural and societal differences, as well as many more factors. The key to addressing these items is constant communication, as well as applying a continuous improvement program. While many companies may seek to expand, they may only focus on the profits as an immediate reward. However, they also need to consider the value of their employees and what they can bring to the table, as well as how the employer can help develop their employees to their fullest extent. Thus, many organizations are starting to realize the importance of having a learning organization that constantly monitors and tries to improve upon its current practices and strategies, as well as reflecting on lessons learned. According to Senge (1990), "learning organizations [are] organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together." (p. 3) However, in many organizations, employees may be tied to specific performance requirements and set methods of modus operandi, which may limit their own personal development. If the employees are not considered in terms of their value and potential, then the organizations starts to fail in their capacity as a learning organization. In particular, some learning organizations may only be seen as valuable in terms of helping their employees in or near the main location. Expatriates may feel distanced from the main organization and lacking in proper attention and/or training for their jobs. On the other hand, many of these organizations who are now expanding globally are realizing the need to keep a close connection to the expatriate and the main headquarters. One way that many learning organizations are connecting employees and showing a personal interest in their em