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Since the HBR article focused on commercial (workplace) assistance rather than social (voluntary) "giving", Derek, I would expect few responses about employer reinforcements.

Based on my limited research seven years ago, mentorship at work is never financially compensated unless already part of the job description. Being an internal consultant or "utility player" as a duty is quite different from voluntary help that actually detracts from the performer's required specified work outputs.

"There is an infinite supply of work people want done for free." Intrinsic rewards only go so far. How do you reinforce desired but unpaid behavior? That's the issue here. Perhaps the answer lies in who wants it and who benefits from it.

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