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Call for papers: PIJ special issue on sustainable performance
Performance Xpress    Share    Share on FacebookTwitterShare on LinkedinE-mail article
You are invited to submit a paper for possible inclusion in a special April 2013 issue of Performance Improvement journal, Sustainable Performance: A New Agenda for Adding Value, which addresses the concept of sustainability and invites you to consider what sustainable performance means to you as a human performance technology professional. Sustainability has many definitions, one being the capacity to endure. As the influence and visibility of performance technology continues to grow, sustainability of our profession as the enduring "go-to" resource for performance improvement has never been more timely or important. More



Uses of the 3-D Enterprise Model
BPTrends    Share    Share on FacebookTwitterShare on LinkedinE-mail article
The 3-D Enterprise Model applies to any enterprise. Originally developed to help illustrate the role of processes in the larger organizational operation, the 3-D model is being applied to analysis and design. It provides a great way to talk to senior people about performance – it is at the right level and seems to resonate with executives who typically have little patience with more complex depictions of process architectures and work systems. More

The new best practices of a high-impact learning organization
Bersin & Associates    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Bersin & Associates recently updated its ongoing research, "The High-Impact Learning Organization," and found a rich new set of tools and assessments to help organizations improve. Based on its findings, the organization has developed its HILO Maturity Model and a new enterprise learning framework. More

Retain employees by ignoring turnover rate
i4cp    Share    Share on FacebookTwitterShare on LinkedinE-mail article
The most common employee data point measured in organizations (behind total number of employees, of course) is turnover rate. More than three-quarters (77 percent) of the organizations i4cp surveyed in 2012 reported tracking that number. What we found is surprising: There is no statistically significant correlation between turnover rate and market performance. However, there is more to the story. Nearly twice as many high-performing companies as lower performers take action to prevent increases in unwanted employee turnover. More



The accelerator mindset
BCG Perspectives    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Ever since Frederick Taylor's early writing on industrial efficiency — followed by the work of Peter Drucker, Alfred Chandler and others — the modern Western corporation has been managed according to a tightly defined set of rules and norms. A clear corporate strategy calls for earning at least the cost of capital, growing at a higher rate than the overall market and managing the portfolio to a "logic" — periodically pruning poorly performing businesses. And with Wall Street analysts ready to applaud CEOs for making their numbers or pulverize them for a 1 cent per share miss, there is often little opportunity to change course. But speak to entrepreneurs in China and India, and you'll soon hear they think about strategy in a strikingly different way. More

What is business transformation?
RapidBI    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Increasingly in the worlds of project management, change and organizational development the term "business transformation" is being used. But what does it mean? What exactly is business transformation? Is it change, re-branded? Is it outsourcing? Is it a way for IT companies to sell additional services? More

Is your organization looking for the low points?
Business901    Share    Share on FacebookTwitterShare on LinkedinE-mail article
John Steinbach has combined the approaches of Appreciative Inquiry and Open Space into his dynamic Opening Appreciative Space process. This process starts with Appreciative Inquiry, a positive approach to change that can be used by individuals, teams, organizations and communities. Through an interview process that focuses on strengths and high-point experiences, Appreciative Inquiry helps participants discover and create a desired future. More


 
ISPI Performance Digest
Colby Horton, Vice President of Publishing, 469.420.2601
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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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