ISPI Performance Digest
March 15, 2011

Getting employees to accept change
Registered Rep.
Russell Story learned his lesson the hard way. About a year ago, he decided what his Douglas, Ga., based practice needed was a new financial planning program. The old one, in use for about five years, he felt was slow, cumbersome and generally out-of-date. Only, Story still remembered just how difficult it had been to introduce new software in the past.More

Change management: The key to avoiding SAP project failure
Search SAP
One big reason companies like Lumber Liquidators see their SAP implementations fail is that they underestimate the impact that change management can have on the project's success. "With change management, a lot of people think that it's this real touchy-feely thing that may or may not add value. But the reality is it does add a lot of value," said Eric Kimberling, president and founder of the Denver-based Panorama Consulting Group, which specializes in ERP implementations.More

How to use HPT to navigate the gray space for positive change
International Society for Performance Improvement
Gray Space Organizations are created and work in the gap between organizations that are the authorized 'owners' of social and public issues to drive positive change. Gradually, these gray space navigators influence the actions and decisions of owners and stakeholders, convert the 'owners' to clients, or leverage their strengths and weaknesses to make needed changes happen. Gray Space Organizations use social entrepreneurial approaches to work for the greater good.More

Best practices for strategic talent management in manufacturing organizations
Reliable Plant Magazine
Increasingly CEOs, boards and other executives are asking human resources leaders to help achieve corporate goals by addressing a number of talent management challenges. Within the manufacturing sector, many organizations have implemented programs such as the ISO 9001 quality management system in an effort to drive profitability and competitiveness. ISO standards require organizations to be able to identify skill sets and competencies for each job in order to maintain certification.More

Memo to senior leaders: Engage
Human Resource Executive
Workers say they trust their manager 20 percent more than their organization's senior leadership, according to new research. Can HR build a bridge of trust between the C-suite and the workforce? Experts say yes, but only if the top leaders are willing to do some of the heavy lifting.More

Trust, clarity in workplace good for firms
The Times of India
A new study has suggested that it is essential for companies to create an atmosphere of trust, clarity and openness in workplace to survive the economic strife. "Companies with high-trust levels give employees unvarnished information about company's performance and explain the rationale behind management decisions. They are also unafraid of sharing bad news and admitting mistakes," said D. Keith Denton of the Department of Management, at Missouri State University, in Springfield. More

Customer service: Leaving people with good impression is vital in development, officials say
Theh Times and Democrat
Orangeburg-Calhoun Technical College Vice President of Training and Development Rebecca Battle-Bryant feared the worst when she thought she had lost her wallet while shopping at Orangeburg, South Carolina's Belk makeup department a few weeks ago. Battle-Bryant discovered she was missing the wallet while at Bath and Body Works. After a frantic search, she found the item hidden in the lining of her purse. But Battle-Bryant said the traumatic experience was made much easier by the customer service shown by the makeup representative at Belk.More

2011: Modernizing HR
As business has become steadily more people-savvy, and with the increasing delegation of people process management to the line, here's a re-examination of HR's offer to business.More

Command, control and Heroic Leadership?
Process Excellence Network
A good leader is always in control and puts others in front of himself. Dr. William A Cohen looks at the evolving definition of leadership through history and examines what management theorist Peter Drucker would have said about the concept of "Heroic Leadership."More