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Home   Membership   Chapters   Education   Resource Center   Certification June. 15, 2010
 
 
 
Lean strategies to stop job losses
Sunday Business Post    Share   Share on FacebookTwitterShare on LinkedinE-mail article
When Liam Cassidy was sent to Iowa in 2000 by Gillette, he was given a clear task: to find the best way to close a factory within two years. Gillette's Oral-B plant was the biggest toothbrush factory in the world, but it was coming under pressure from low-cost locations such as Mexico and China. However, instead of shutting it down, Cassidy turned the business around. His first budget plan showed that the Iowa factory could compete effectively with lower-cost locations, because it was closer to its customers and could offer better service. Instead of being closed down, the factory became a benchmark for Gillette worldwide. For Cassidy, the Iowa experience proved that the shift of manufacturing to low-cost countries — a trend that has resulted in thousands of job losses in Ireland — is not inevitable. "Almost any plant can be given a really good chance of surviving if you do the right things," he said. More

Employee performance feedback
PayScale    Share    Share on FacebookTwitterShare on LinkedinE-mail article
The author of this article wrote, "In a previous post, 'Confronting Difficult Employees,' we discussed how to work with the managers at your company to ensure that critical employee performance feedback is given to your employees in a consistent and fair manner. Now we’ll review, step-by-step, how to prepare effective employee feedback and then when and where to give it." More

ISPI SkillCast: Evidence-based training: Moving beyond fads and fiction in workforce learning
ISPI    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Are you wasting resources on training myths? Come to this session for a preview of Ruth Clark's new book: Evidence Based Training. During the session, Ruth will reveal the research behind three prevalent training myths and review brain-based proven training strategies to replace them. Specifically we will look at the psychology and evidence regarding: learning styles, the best use of visuals and audio to promote learning, when to use and when to lose animations, which delivery media teach best, and the what, when, why and for whom of three instructional architectures: Show and Tell, Stair Step, and Immersive. More

Not measuring up
Management-Issues    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Companies that show a real commitment to implementing and measuring talent management initiatives tend to perform better in terms of revenue growth, market share and customer satisfaction than those that don't. According to a study by the Seattle based Institute for Corporate Productivity, or i4cp, the effective measurement of human capital initiatives is a hallmark of top-performing organizations. In fact they are more than twice as likely to emphasize the measurement of talent management than low-performing organizations. But despite all the evidence for their effectiveness, i4cp found that only a quarter of the companies they surveyed have such systematic talent management practices in place. More

Top Six Sigma tools to use for big results
Six Sigma IQ    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Gene Rogers wrote in Six Sigma IQ, "As a Six Sigma practitioner and mentor, I am often asked what Six Sigma tool to use to solve specific quality problems. The answer is, 'It depends.' After all, at last count there were over 100 various tools available for the Six Sigma professional to use. I have learned over the years, however, that the simplest tools often are not only the most appropriate, but also provide the biggest returns with their use. Ninety-nine times out of 100, the Six Sigma tool of choice is one of the seven basic quality tools." More

With worker discontent rising, bosses must work to keep staff
Kansas City Star    Share    Share on FacebookTwitterShare on LinkedinE-mail article
With the economy coming back, employers are increasingly worried about retaining stressed out employees who survived cutbacks, pay and benefit reductions, and increased workloads, experts say. Some employers are taking the opportunity to review their workplace cultures and how they recognize employees, re-examining everything from telecommuting to the structure of rewards programs and charity participation. The major challenge: doing it on a budget. More

Increasing confidence as more staff jump ship
Management-Issues    Share    Share on FacebookTwitterShare on LinkedinE-mail article
The U.S. jobs market is still a long way from being as buoyant as it was before the recession. But it's a significant sign of returning confidence that more Americans quit their jobs in the past three months than were laid off — and the first indication for employers that they could soon be experiencing a stampede for the exit as their top performers quit in droves for better opportunities elsewhere. More

Coping with multitasking in the workplace
Human Resource Executive    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Check out the help wanted ads on Craigslist or any hiring site and chances are the words "good at multitasking" will pop up again and again. Multitasking is a recruiting buzzword. Employers today believe they need workers who can handle distractions, prioritize multiple demands on their time and still produce on deadline.But multitasking in the workplace may be counterproductive, say some HR experts, who say many workers are hopelessly distracted from their tasks by the constant deluge of e-mails and phone calls. More

Generation gaps: Managing a multigenerational staff
American Medical News    Share    Share on FacebookTwitterShare on LinkedinE-mail article
A staff made up from a range of age groups with different priorities and styles can lead to conflict. Understanding generational tendencies can ease that. Recognizing diversity of race, gender, ethnicity or religion in the workplace has grown in importance, but business experts are increasingly recognizing one more facet of a diverse working population — age. There are four distinct generations in the workplace, all of whom have wildly different expectations of how they will work and how they will be managed. Experts say a more rapidly changing society means that generational zeitgeist may be formed by vastly different experiences. The issue goes beyond the long-standing tradition of older generations thinking those who are younger are not working as hard as they once did. "People are discovering that a generational personality sticks with you your whole life," said Debra Fiterman, a millennial generation associate at the consulting group Bridgeworks in Minneapolis. 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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