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Home   Membership   Chapters   Education   Resource Center   Certification Jul. 3, 2012
 
 
 

A beekeeper's perspective on risk
Harvard Business Review    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Michael O'Malley, Ph.D., writes, "A decade ago, I embarked on a new hobby — one that many more people have taken up in the meantime. I became a beekeeper. At the same time, I became a bee observer. Like Sherlock Holmes (in "His Last Bow"), I spent many pensive nights and laborious days watching the little working gangs. What I didn't expect was to learn lessons about organizational strategy and behavior that would inform my work as a human capital consultant." More



12 powerful project estimating strategies
Business Performance    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Do you excel at predicting the time, funding and resources your projects will require? If not, you're in good company! It's extremely difficult to calculate with any certainty how long a particular effort is going to take. This article explores some possible reasons why and offers 12 ideas for increasing estimating accuracy. More

Group averages 300 percent higher growth than S&P's 500
elearning!    Share    Share on FacebookTwitterShare on LinkedinE-mail article
The companies that have been included in the second annual "learning! 100" awards have achieved, on average, 300 percent higher net income growth than the Standard and Poor's 500 index. How did these top 100 organizations outperform their peers? More

Technical advances drive the need for new skills, knowledge
Wales Online    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Andrew Thomas of Glamorgan Business School, University of Glamorgan, explains why innovation has to be at the heart of the aerospace sector — and what it will mean for employers trying to build a competitive business through smart hiring and training. More

10 skills for the future workforce
Marcia Conner    Share    Share on FacebookTwitterShare on LinkedinE-mail article
What 10 skills will tomorrow's workers need? According to the Apollo Research Institute, we need to prepare the workforce for competency in everything from social intelligence to cognitive load management. More

2 tools to help make smarter, faster decisions on the fly
Fast Company    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Your company's future depends more heavily on unconscious thought than on any elaborate decision-making algorithm charted in a boardroom. Every day your employees are making hundreds — thousands — of small decisions that will help or hurt you, grow or shrink your profits. How can you make sure the right choices are being made? More

Setting training targets
Business Performance    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Donald Kirkpatrick's four-level model for evaluating the effectiveness of training programs has been popular for years. People new to the model sometimes ask what targets they should set at each level for their training course. What percent of satisfied training participants should they aim for? What is an acceptable pass rate on the end-of-course test? How much should participants be using their new skills and knowledge back on the job? What amount of improvement in business results is good? More

7 tips for prioritizing projects
PM Hut    Share    Share on FacebookTwitterShare on LinkedinE-mail article
When an organization has hundreds of potential projects and a limited budget, it is essential that all projects go through a managed process in which priority is given to those that will generate the best rewards for the business. Prioritizing helps a company operate efficiently and effectively. The method by which you prioritize is important to ensure the right projects are filtered. 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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