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Faster and faster change: Does that mean faster and faster learning?
Learning & Performance Institute    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Other times demanded a different approach to training. But in this time, when everything is changing faster and faster, we need to learn faster and faster, right? In a recent interview, this question was posed to two prominent advocates of performance support: Americans Conrad Gottfredson and Bob Mosher, pioneers of working and learning simultaneously. More



40+ posts with free PowerPoint templates and e-learning assets
The Rapid E-Learning Blog    Share    Share on FacebookTwitterShare on LinkedinE-mail article
PowerPoint is hot. This makes sense because it's the most popular e-learning tool out there. It's easy to learn. And once you understand how to use it to build rapid e-learning courses, the sky's the limit. The Rapid E-Learning Blog now introduces a post that highlights all its archived posts that include free PowerPoint templates or other free assets. More

The rewards of digital detox: What happens when employees unplug?
TLNT    Share    Share on FacebookTwitterShare on LinkedinE-mail article
There are certainly advantages to having employees accessible 24/7, able to solve problems and respond to employer needs whenever and wherever. But at what cost? Research by the U.S. Army and UC Irvine demonstrated significantly lower stress levels in subjects denied access to email for five days. They also reported greater ability to focus on their jobs. This is a good example of the fact that cellphones and related tools of communication have created a conundrum for managers: Do you want employees to be available 24/7, or do you want them performing at their peak levels? More

Forrester report: Many companies focusing on wrong metrics for BPM
PEX    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Process performance metrics can give insight into how well a business process delivers against a range of metrics: time, resources, costs, quality, etc. But in a recent Forrester report, analyst Craig Le Clair argues that much of the information companies collect is just noise. "We often focus on what's easiest to measure," he writes, "not what's most important." More



Workplace trends: The happiness footprint
FM World    Share    Share on FacebookTwitterShare on LinkedinE-mail article
If you think measuring your organization's carbon footprint is hard, try measuring happiness in the workplace. What yardstick do you use — number of smiles, widest grin, how high people jump for joy or maybe the amount of hugs passed around the office? Unlike those pesky carbon molecules, happiness is literally a frame of mind, and you can measure only the assumed results of people who are happy. The assumption is that happy employees perform better, as delegates to the recent Workplace Trends conference in London heard. But if happy employees perform better, do organizations actually know what makes them happy? More

Building a chain of success from 1 innovative model
Smart Business    Share    Share on FacebookTwitterShare on LinkedinE-mail article
In an industry that's generally behind the curve when it comes to innovation, Home Care Assistance has built its niche with an approach to in-home care services that incorporates unique philosophies and modern technology. But more impressive is the fact that the company has been able to reproduce its model across 60 locations in less than a decade. More

Smart manufacturing will rise to global challenges
Control    Share    Share on FacebookTwitterShare on LinkedinE-mail article
"The coming decade will be the first in 200 years when emerging-market countries contribute more growth than the developed ones," began Keith Nosbusch, Rockwell Automation's chairman and CEO, in his annual address to the trade media in preparation for the company's Automation Fair event in Philadelphia. "This is why we need smart manufacturing, which we define as a highly connected, knowledge-enabled industrial enterprise, in which all business and operating actions are optimized to achieve substantially enhanced productivity, sustainability and economic performance." 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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