ISPI Performance Digest
Dec. 31, 2012

Focus HR on process improvement
Harvard Business Review
(From Feb. 14)
To deliver more value, the human resources function needs to spend more time accelerating operational improvement and less time on its traditional administrative and compliance activities. Exactly how can HR accelerate process improvement?

Editor's note: The following article features the story of Cedric Coco, CPT, senior vice president of learning and organizational effectiveness for Lowe's.More

Care and feeding of a high-performance team
(From Dec. 11)
Have you been privileged to observe a highly competent work team in action — or perhaps been a member of such a team? A team that managed the preparations for moving an art collection cross-country also offered a lesson in high performance, says Carol Haig.

Editor's note: Authors Roger Addison and Carol Haig are CPTS, ISPI Honorary Life Members and recipients of ISPI's Distinguished Service Award. Dr. Addison is also the recipient of the Thomas F. Gilbert Distinguished Professional Achievement and Geary Rummler Award for the Advancement of Performance Improvement. Both Addison and Haig are part of the faculty team for the Principles and Practices Institute offered prior to the ISPI Performance Improvement Conference. More

Behavior: It's as easy as A-B-C
Innovative Learning Group
(From Nov. 20)
Over time all of us in the learning industry are introduced to countless models, processes, theories and practices related to Human Performance Improvement. Some stand the test of time, and some are discarded almost as quickly as they're learned. When we're introduced to new concepts, we all have a tendency to compare them to things we already know or believe to be true because of our education or our experience. One model, the A-B-C Contingency Model used in behavioral science, makes it as easy as A-B-C — literally.

Editor's note: ISPI President-elect Lisa Toenniges, CPT, is the Chief Executive Officer of Innovative Learning Group.More

Implications of 'unconscious knowledge'
(From June 5)
The implications of "unconscious knowledge" to the analyst of any improvement stripe are huge — and should result in some changes to the subject matter expert's specific methodologies. The bottom-line bad news is that people cannot be trusted to be accurate and complete in talking about their work performance — even though they may want to share all the pertinent details.

Editor's note: Dr. Guy Wallace, CPT, is an honorary life member and leader of ISPI. He is a former ISPI President and a chapter leader first in Chicago, now in North Carolina.More

Performance architecture: Are you Agile?
(From Oct. 9)
How Agile is your organization? How does your leadership view today's accelerating pace of business, the rapidity of technological development, the world's changing economic picture, international crises, challenging climate and volatile politics? Organizations must be able to adapt rapidly if they are to survive and prosper. This is the age of the Agile enterprise, and organizations that are light on their feet and responsive to challenges are the ones that will prevail.

Editor's Note: Roger Addison, CPT, EdD, is a recipient of the 2012 ISPI Geary Rumler Award for the Advancement of Performance Improvement, and Carol Haig, CPT, is an ISPI Honorary Life member.More

Creating an inclusive workplace
(From June 19)
Anecdotal evidence suggests that many companies would like to employ people with disabilities, yet many doubt their ability to keep these individuals safe on the job. When Walgreens began to plan a new distribution center in 2002, the company focused on an integrated work environment in which employees with and without disabilities would work side by side, doing the same jobs for the same pay, being held to the same standards. Now in its fifth year of operation, the facility's operational data sheds light on the results of their initiative.

Editor's note: Walgreens is an Organizational Member of ISPI.More