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Home   Membership   Chapters   Education   Resource Center   Certification Feb. 8, 2011
 
 
 
Learning Delivery 2011: Classroom is still king
Chief Learning Officer    Share   Share on FacebookTwitterShare on LinkedinE-mail article
Despite continually evolving technology and tightened purse strings, expensive and intensive traditional classroom-based instructor-led training remains prevalent in today's learning organizations, especially for critical management and leadership skills. Sixty-five percent of learning executives indicated they continue to use classroom training as the primary learning delivery method for developing soft skills, according to an analysis of survey data from the Chief Learning Officer Business Intelligence Board featured in the magazine's February special report on learning delivery. More

Keeping the keepers
Human Resource Executive    Share    Share on FacebookTwitterShare on LinkedinE-mail article
It's been the topic of the year: What happens to top talent when the recovery gets into full swing? Despite the on-again, off-again economic recovery, it's a certainty that high-potential employees have a market value now and in the future. So it's instructive to learn how the nation's largest companies, listed in Human Resource Executive's Top 100 list, are coping with these current and future challenges. More

How High Performers Learn — Implications for HPT
International Society for Performance Improvement    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Do high performers in an organization learn differently than others? What can we learn from high performers to strengthen our approach to talent development for all employees? By analyzing the learning approaches of individuals, we can determine implication on our learning and training programs. Learn how these approaches can apply in your own organization. More

New spending ramps up province's push to teach productivity
Edmonton Journal    Share    Share on FacebookTwitterShare on LinkedinE-mail article
At Argus Machine Co. in Alberta, Canada, efficiency improvements have turned the firm into an exporter of oilfield equipment and allowed it to double its output of threaded pipes, the kind of success story the province hopes will become more common. Recently, the shop floor at Argus was the site the federal and provincial governments chose to announce a joint $4.8 million contribution toward the Productivity Alberta initiative. The money will go toward an online assessment tool and other aids to help small- and mid-sized firms determine how they can change to become more productive and cost efficient. More

Stanford study uses India to examine productivity
IndUS Business Journal    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Economists and researchers at Stanford University have released a study that used India as a testing ground to examine the differences in the productivity of companies in the same industries or countries. "A natural explanation for these productivity differences lies in variations in management practices," said Stanford University economist Nicholas Bloom who teaches in the global management curriculum at the Stanford Graduate School of Business. Now Bloom and Stanford economic professor John Roberts, as well as three researchers — Aprajit Mahajan of Stanford; Benn Eifert, a recent doctoral graduate of the University of California, Berkeley; and David McKenzie of the World Bank — have provided evidence that a core set of management best practices does increase productivity and profits. More

Factories boom, but with few new workers
MSNBC    Share    Share on FacebookTwitterShare on LinkedinE-mail article
The U.S. manufacturing sector is roaring back after the worst recession in generations. So why aren't factory jobs coming back as quickly? One big reason: Business executives like Drew Greenblatt, owner of Baltimore-based Marlin Steel Wire Products, have figured out how to make more widgets with the same number of workers. To do so, he's had to upgrade the skills — and wages — of his employees. But his profits are bigger than ever. More

Leading change while building employee trust
Process Excellence Network    Share    Share on
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The silver lining of a recession is that it forces organizations to re-examine every facet of their operations — even those that were previously considered in good shape — in order to identify every possible opportunity for performance improvement. Business leaders search for areas where they can reduce costs, boost productivity and perhaps even gain a competitive advantage. Rarely taken into account is how these organizational changes can negatively affect employee trust levels. Moreover, during bad economic climates like today's, small rifts in trust can grow into gaping voids quickly, and even minor issues can become rally points for negative reactions. So why should organizations care about maintaining — or even increasing — employee trust? More

Hearsay launches social media management for branch offices
Information Week    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Startup Hearsay recently released Hearsay Social, a social media management solution designed to allow corporate companies with local offices — such as clients State Farm, 24 Hour Fitness, and Farmers Insurance — to climb aboard the social networking bandwagon, while avoiding branding errors and mitigating compliance risks. Hearsay Social was designed for businesses that combine a strong corporate brand with many local presences through franchises, regional representatives, store managers, independent agents, or advisors, the company said. More

Moving beyond the fluff in intercultural training
Management-Issues    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Research demonstrates that higher levels of cultural intelligence, or CQ — a globally recognized way of measuring and improving cross-cultural effectiveness — delivers a number of benefits. Prior to the evidence gathered from the cultural intelligence research, it was difficult to prove that "cultural sensitivity" or having a "global mindset" actually led to a change in performance. But dozens of studies conducted by academics across more than 30 countries have consistently found that individuals and organizations with high levels of CQ more effectively fulfill their objectives in cross-border contexts than individuals and companies with lower levels of CQ. More

Grow your own CIO with in-house training
Computer World    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Last summer, about 30 hand-picked IT managers convened in an executive classroom for the third session of CIO University, a leadership development program for would-be CIOs. The agenda was chock-full of sessions covering best practices for stakeholder management along with role-playing exercises to explore the Thomas-Kilmann model of conflict resolution. 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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