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Home   Membership   Chapters   Education   Resource Center   Certification July 13, 2010
Refocusing on talent management
Human Resource Executive Online    Share   Share on FacebookTwitterShare on LinkedinE-mail article
If employers considered talent management a critical success factor prior to the recession, it packs an even more powerful punch now. Two recent surveys indicate that HR leaders are focusing more on talent management in this post-recession business climate. And that includes taking a more sophisticated, global approach to such programs, according to an Ernst & Young survey of 340 CEOs, CFOs, COOs and HR vice presidents at Fortune 1000 companies. More

Implementing Enterprise 2.0 at Intuit, Part two: Change management
Customer Think    Share    Share on FacebookTwitterShare on LinkedinE-mail article
This is part two in a multi-part series on how Intuit is implementing Enterprise 2.0 within their organization. Part one covered the business drivers of Enterprise 2.0 and today we’re going to look at where the push for E2.0 came from as well as obstacles that had to be overcome via change management. More

ISPI SkillCast: Creating engaging web based training
ISPI    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Tired of churning out "page turner" content? Are learners getting what they need to out of the training you deliver online or are they still left with too many open questions? We will specifically look at the tools, techniques and best practices available today with a variety of tools and media to efficiently build content that will effectively support your audience for whatever setting you are responsible for. Come to this skillcast to learn techniques that will enable you to deliver better quality content to a diverse audience and improve the results in a variety of situations. More

Managing change: Clarity reduces resistance
WebCPA    Share    Share on FacebookTwitterShare on LinkedinE-mail article
In order for change to happen, people and organizations must adopt new behaviors. Most in the accounting profession admit that change is necessary, but honesty about the situation doesn't make change easy or fast. The gravity of the past is generally more compelling and less risky to many than the potential reward of the future. With this said, internal and external forces are driving change at an increasing pace. More

Is it time for Generation X to lead?
Financial Post    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Look out Baby Boomer leaders, Generation X is about to take over. Xers, born between 1960 and 1980, are not going to lead like the Baby Boomers. Xers are also leading in a very different world economy and in a very different business model than that of their Boomer counterparts. What are the essential differences in leadership and work attitudes between the two generations? And what changes will Xers drive in the workplace, in collaboration with the dominant Boomers or without their cooperation? More

Rethinking the workplace in the 21st century
The Washington Post    Share    Share on FacebookTwitterShare on LinkedinE-mail article
The author of this piece wrote, "Sometimes the sign of good leadership is an ability to see challenges as opportunities rather than roadblocks to success. Case in point: telework. It can be tempting as a manager to assume that workers who are not present are not productive. One agency head recently told one of my colleagues: "People come to the office and do nothing. I want those kinds of employees inconvenienced by having to come into the office. I don't want them working in the comfort of their homes." Yet, with the ever-increasing demands on government, leaders must learn to adapt to the new century and start rethinking when, how and where work is done. The bottom line is simple: it's not where you are, but what gets accomplished that counts." More

Improve business performance with trigger points
Baseline    Share    Share on FacebookTwitterShare on LinkedinE-mail article
To measure business health and improve performance, management should develop measurements that signal important changes in critical performance levels. There's nothing wrong with having hope, but clearly hope is not a business strategy. Nationwide, company owners that have relied on hope to manage or turn around their businesses have suffered serious consequences. Fortunately, there is a simple but powerful way to measure business health and improve performance. The strategy is based on setting trigger points — measurements that are specifically created to signal important changes in critical performance levels. Trigger points align with a company's vital factors: the specific, key indicators of a business's health. By monitoring trigger points, business leaders can take immediate, corrective action and avoid the serious consequences of not acting quickly enough. More

Invitation to Present at THE Performance Improvement Conference 2011
ISPI    Share    Share on FacebookTwitterShare on LinkedinE-mail article
ISPI is inviting all members to submit a proposal to present at THE Performance Improvement Conference 2011, April 10-13 in Orlando, Fla. The goal is to shape the future of performance improvement through learning, teaching, collaborating, and networking. Educational sessions are designed to focus on current and emerging issues, best practices, and opportunities facing the performance improvement field. More

Talent-driven innovation seen as key to manufacturing competitiveness
Automation World    Share    Share on FacebookTwitterShare on LinkedinE-mail article
A survey of manufacturing CEOs confirms a changing global competitive landscape, with a decline expected in U.S. manufacturing competitiveness during the next five years. A recently issued report indicates that access to talented workers capable of supporting innovation is the key factor driving global competitiveness at manufacturing companies — well ahead of "classic" factors typically associated with competitive manufacturing, such as labor, materials, and energy. Further, difficulties accessing the right kind of talent are likely to contribute to the United States' becoming less globally competitive in the next five years.


Employees report satisfaction with work, supervisors    Share    Share on FacebookTwitterShare on LinkedinE-mail article
A now-annual survey of federal employee attitudes shows most employees are satisfied with key aspects of their jobs, including workload, management and work-life balance. The Office of Personnel Management released the results of the Federal Employee Viewpoint Survey, formerly known as the Federal Human Capital Survey recently. Over a quarter-million federal employees responded to the survey and OPM Director John Berry said there is much good news to report. 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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