ISPI Performance Digest
Feb. 15, 2011

Measuring human impact on process safety regimes
The Engineer
A new independent research report has presented the industry with a practical way to measure the human factors 'health' of their safety regimes, potentially opening the way to significant advances in workplace safety, environmental stewardship and operational efficiency.More

Surgery center best practice: Assign multiple staff members to performance improvement programs
ASC Review
Many ambulatory surgery centers assign a single staff member or just a few employees to oversee performance improvement, or PI, programs. Lakes Surgery Center in West Bloomfield, Mich., went to the opposite extreme: Involving ever member of the roughly 40-person staff in PI.More

Business impact through innovating in learning
International Society for Performance Improvement
Drawing the line between innovation and business impact can be elusive. However, that connection is critical to make when managing investments in learning innovation. When approached in a deliberate, focused way with proper governance and tied to business impact, innovation becomes practical innovation.More

Training drives company's success
Manufacturers' Monthly
With unemployment falling and skill short ages starting to reoccur, recruitment and training of workers is, or should be, at the front of the minds of Australian manufacturers. Ian Stone, CEO of Advance Metal Products — one of Australia's leading sheet metal manufacturers employing around 150 workers — has been in the industry long enough to under stand the importance of obtaining and retaining a fully-trained team of employees.More

The skill of skilling yourself
Management-Issues
What skills will your job need in five years time? You may think the question ought to be 'what skills will you need to do your job in five years time' but, if a new poll is anything to go by, half the people around you in the office may no longer be doing the job they're doing simply because its requirements will have changed and they won't have done anything to change in response. More

In training, hospitals see big rewards
The Boston Globe
Instead of just recruiting outside candidates to fill mid-level jobs, three Boston-area hospital systems are expanding training programs that will allow employees in lower-skilled jobs to move up the career ladder and fill these positions. The initiative, prompted by an expected shortage in skilled medical workers, started in 2007 with a $1.5 million grant from the non-profit Boston Foundation.More

Sometimes you have to gamble everything
Management-Issues
To cross a canyon you have to jump. You can't take two steps. Some innovations need all your commitment. Some breakthroughs demand all you have. Give any less than everything and they have no hope of working. 'All or nothing' is a tough decision. But it's the only choice for obsessive people who love their ideas.More

Going social
Chief Learning Officer
Michael E. Echols wrote in Chief Learning Officer, "As recently as a year ago, I viewed informal learning, social media and mobile learning as buzz terms. My reaction was summed up perfectly by my Alaskan fishing guide — "all hat, no cattle." Translated from the Katmai Wilderness of Alaska to today's organizations, it means "lots of show but no substance."More