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Home   Membership   Chapters   Education   Resource Center   Certification July 27, 2010
 
 
 
Building a process that includes assessments
Human Resource Executive Online    Share   Share on FacebookTwitterShare on LinkedinE-mail article
Many managers don't understand assessments are just one piece of the hiring process. Contributing to the challenge of using assessments is the fact that there are thousands of instruments — and some of them are of questionable value at best. Personality and behavioral assessments for hiring are sometimes poorly designed, misunderstood or overly relied upon. "It's dangerous to put too much faith in the assessment results alone," says Santa Barbara, Calif., based consultant Marc Gamson with Medina & Thompson. "Many managers in and outside of HR don't understand the limits of assessments. Instruments are just one piece of the hiring process." More

What to expect from the new, old OMB director
Federal Times    Share    Share on FacebookTwitterShare on LinkedinE-mail article
President Obama has called in a ringer to fix the federal government's budget — and his renewed focus on the deficit could end up hitting feds where it hurts. Jacob "Jack" Lew, who was selected recently to replace Peter Orszag as director of the Office of Management and Budget, headed the agency in the late 1990s, when the Clinton administration and congressional Republicans reached an agreement to balance the budget and turned deficits into a $236 billion surplus. Now, the White House — smarting from months of Republican criticism over its deficit spending — is touting Lew's track record as a sign it takes the problem seriously. More

Invitation to Present at THE Performance Improvement Conference 2011
ISPI    Share    Share on FacebookTwitterShare on LinkedinE-mail article
ISPI is inviting all members to submit a proposal to present at THE Performance Improvement Conference 2011, April 10-13 in Orlando, Fla. The goal is to shape the future of performance improvement through learning, teaching, collaborating, and networking. Educational sessions are designed to focus on current and emerging issues, best practices, and opportunities facing the performance improvement field. More

One way to figure out which employees belong
The New York Times    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Jennifer Walzer wrote in The New York Times, "Last year, I was accepted into the E.O./M.I.T. Entrepreneurial Masters Program. The first session focused on employees, culture and communication. Our goal was to take the systems we learned in class and implement them in our respective companies over the next 12 months. I've recently returned from the program’s second annual session where we evaluated our performance. The first thing I did when I returned a year ago was to hold a team retreat at which we agreed upon seven core values on which the company would operate. We posted these core values on the wall, and we agreed to adhere to them on a daily basis. In addition, we created awards to honor team members who consistently demonstrate these values." More

Moving Stewart & Colbert to HD: 5 change management lessons
Businessweek    Share    Share on FacebookTwitterShare on LinkedinE-mail article
When you're leading IT for NEP Studios, the company that produces The Daily Show with Jon Stewart and The Colbert Report, and you're staring at a deadline for upgrading from standard definition television to high definition, let's just say that you don't want the bosses to mock you. NEP Studios didn't have a choice on making the move to high definition, says George Hoover, CTO. It was a technology change that had to happen, as when the movie industry had to move to DVDs from VHS tapes. The old technology was becoming obsolete. The challenge was to avoid interrupting the production schedule. More

Examining, analyzing and cultivating the skills for tomorrow
Reliable Plant Magazine    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Managing a business is a creative balance of supply and demand. Your business is focused on bringing in new customers, retaining existing customers and optimizing plant performance to match the growing demand. This is the nature of competitive business and what drives most business leaders toward excellence. However, over the past 20 years, following the post World War II "Baby Boomer" era, most companies have neglected to forecast the demand on knowledge, skill and raw intellectual ability required to sustain their business' growth. More

Cultivating open innovation: Seeding, feeding and weeding
The Washington Post    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Open innovation is in the air. However, when executives pursue efforts to connect beyond the boundaries of the firm, they tend to focus on short-term, relatively narrow problem-solving efforts, as in the examples most often cited for open innovation — InnoCentive, the Goldcorp Challenge and the Netflix Prize. Unfortunately, most executives are still thinking too narrowly about this opportunity. They are missing an important leadership opportunity to accelerate and shape the emergence of much more robust performance improvement environments. The real opportunity is to connect diverse participants and encourage them to engage in sustained performance improvement initiatives that help to build trust-based relationships. More
 
 
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Disclaimer: The articles that appear in Performance Digest are chosen from a variety of sources to reflect media coverage regarding human and organizational performance improvement. An article's inclusion in Performance Digest does not imply that the International Society for Performance Improvement (ISPI) endorses, supports, or verifies its contents or expressed opinions. Factual errors are the responsibility of the listed publication.
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