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This paper aims to evaluate group mentoring as a large‐scale form of collaborative learning.

Researchers used a 12‐question survey and personal interviews to assess the relevancy and success of group mentoring, and its impact on personal productivity/effectiveness and organizational success.

A total of 93 percent said topics discussed during their group mentoring events were relevant to them and their jobs, and 96 percent reported that they could apply information gained during group mentoring directly to their role in the organization.

Further research with a larger survey population would be valuable, particularly as the use of group mentoring expands.

Group mentoring can replace costly classroom training, allowing more people to gain useful and practical knowledge in a setting that supports large‐scale productivity and effectiveness back on the job.

All content in this paper is new. Readers will discover the latest research and trends in group mentoring and collaborative learning.

This paper seeks to describe best practices for designing and implementing mentoring groups.

Researchers used a 12‐question survey and personal interviews to assess the relevancy and success of group mentoring. Best practices for design and implementation evolved out of this research.

Learners would like more opportunities to engage in group mentoring and peer learning. This practice offers an attractive alternative to traditional training because it is fast and flexible, it is cost‐effective, and it fosters relational learning. Groups should be formed that focus on relevant topics related to learners' needs, without concern if groups meet face‐to‐face or virtually. Advisors should set the direction for the groups, create an engaging atmosphere, and provide good resources.

Further research with a larger survey population would be valuable, particularly as the use of group mentoring expands.

Allowing employees to spend more time on peer learning through group mentoring can provide organizations with a low‐cost method for sharing practical, contextualized knowledge that people can rapidly apply back on the job.

All content in this paper is new. Readers will discover best practices based on the latest research in group mentoring and collaborative learning.

This paper aims to examine e‐mentoring's impact on productivity and introduce readers to social learning.

Researchers used a ten‐question survey to determine e‐mentoring's impact on personal productivity/effectiveness and organizational success, as well as to identify specific areas of impact.

A total of 88 percent said mentoring contributed to their increased productivity. A total of 31 percent said their productivity/effectiveness improved by 30 percent or more. The top three ways of mentoring contributed to increased productivity: expanding my network, interpersonal effectiveness, and confidence in role.

Further research on social learning would be valuable.

Supporting social learning will help capture and formalize informal learning and will impact productivity.

All content is new. Readers will access latest research and trends in e‐mentoring.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Whether learning is a job‐related necessity, or just a fun way to spend leisure time, it has to grab the attention. People need access to a wide variety of relational learning options. Alignment with organizational culture, goals, and processes needs to be integrated into the social learning opportunities in order for personal learning and development to impact organizational effectiveness.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

The purpose of this paper is to highlight a success story of an organization using web‐based mentoring and to provide details on how they did it.

This case study of CDW Corporation examines why and how an organization would implement web‐based mentoring.

Participation numbers in mentoring increased from 108 participants to 764. Costs were reduced by 96 percent. Co‐worker engagement survey results improved by 7‐9 percent in select areas.

The findings suggest: secure key stakeholder support; tie web‐based mentoring to key organizational initiatives; make it available to all; provide resources to participants; communicate often.

The paper shows how a web‐based mentoring program can be implemented and supported and why this could be so vital to an organization.

The purpose of this paper is to provide an argument for implementing a reputation system into virtual knowledge sharing programs.

The author formulates opinions based on workplace realities, professional insights and personal experience.

To help knowledge workers be more generous with their insights and information in a virtual knowledge sharing platform, personal reputation must be examined, assessed, and leveraged as part of the intrinsic value of the program.

Several practical implications emerge in this article: knowledge sharing should be virtual; it should occur outside of functional boundaries; systems should include reputation assessments; power should be in the hands of the individual participants; and no monetary incentive should be given to participate.

The ideas and methods for implementing a reputation system are new. Readers will discover the latest trend emerging in the area of virtual knowledge sharing and collaborative learning.

Describes how CDW Corporation, Illinois, USA – a fast‐growing company with a young workforce, many recruited straight from college – relies heavily on mentoring to provide the rapid learning and flexible skills it needs to succeed in the fast‐changing technology sector.

Details the evolution of mentoring at the company from a small‐scale, heavily bureaucratic initiative for a limited number of high‐flyers to a more democratic, flexible and employee‐driven scheme.

Explains the key role of information technology in helping the company to realize these changes, particularly by cutting down on administration and reducing costs.

Highlights the importance of linking mentoring to key organizational initiatives, making it available to all, providing resources to participants and communicating often.

Describes a fast and efficient way of transforming college leavers into productive members of the workforce.

Shows how a web‐based mentoring program can be implemented and supported and why this could be important to an organization.