Subject category:
Human Resource Management / Organisational Behaviour
Published by:
Harvard Business Publishing
Version: 19 July 2002
Length: 15 pages
Data source: Field research
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Abstract
Describes steps taken to implement and manage a successful employee mentoring program at the Federal Reserve Bank of Chicago. A cultural change at the bank provided the context out of which the program grew. The case describes the development of the program, highlighting design principles key to the program's success and its implementation and initial results after nine months. Program manager Amy Rubinstein and executive sponsor Jack Wixted considered how to expand the successful program to include more employees while maintaining the key aspects that contributed to the program's success.
Subject category:
Human Resource Management / Organisational Behaviour
Published by:
Harvard Business Publishing
Version: 19 July 2002
Length: 5 pages
Data source: Field research
About
Abstract
Describes steps taken to implement and manage a successful employee mentoring program at the Federal Reserve Bank of Chicago. A cultural change at the bank provided the context out of which the program grew. The case describes the development of the program, highlighting design principles key to the program's success and its implementation and initial results after nine months. Program manager Amy Rubinstein and executive sponsor Jack Wixted considered how to expand the successful program to include more employees while maintaining the key aspects that contributed to the program's success.
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Subject category:
Human Resource Management / Organisational Behaviour
Published by:
Harvard Business Publishing
Version: 19 July 2002
Length: 5 pages
Data source: Field research