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Home   Membership   Chapters   Education   Resource Center   Certification July 20, 2010
Improving culture at a food manufacturing plant
Reliable Plant Magazine    Share   Share on FacebookTwitterShare on LinkedinE-mail article
Kettleby Foods in the United Kingdom engaged in a program of improvements to the culture of its organization which helped reduce overall accidents by 77 percent and RIDDORs by 83 percent over a five-year period. The company identified that human error and failures to follow procedures had contributed to the majority of its accidents. Despite putting many managers through the IOSH Managing Safely program, the company realized it was not utilizing the knowledge gained effectively. More

Making money with mobile workforce management
Engineer Live    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Mobility solutions accelerate and sustain new work process improvements and provide a framework for field workforces to execute best practices, and most major U.S. refineries are either planning to implement or have already implemented them. Shell Oil, for example, is deploying a mobile workforce solution that will bring operating data from all of its global downstream assets into its enterprise decision-support tool. Chevron and Valero Energy have deployed a similar system across their wholly owned refineries, and ExxonMobil has implemented a mobile framework across its three business streams: upstream, downstream and chemical. 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

10 ways to make Six Sigma change fail
Six Sigma & Process Excellence    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Have you ever experienced a Six Sigma project failure? If not, you’re really missing out on one of life’s more vivid learning experiences. There’s something to be said for having at least failure during your career. Not failures of BP oil leak or Toyota accelerator proportions mind you, but just enough to let you know you’re not invincible. Enough to humble you a bit. The benefit of a failure is we get to do a post-mortem, understand what went wrong, and make darn sure that never happens to us again. The lessons learned are ingrained in you at a cellular level — a much deeper learning than you’d ever receive in a classroom. More

Managers should deliver feedback with care
The Washington Post    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Tom Fox says in The Washington Post's latest edition of The Federal Coach, "For many people, top fears include spiders, heights, public speaking and crowds. For many government managers I speak to, it's delivering criticism at performance time. It's no wonder that delivering feedback — particularly feedback on improving — produces so much anxiety. Even under the best of circumstances, delivering feedback and coaching is difficult. But when an employee is not performing to expectations, emotions often run high. The performance conversation is the scenario that makes even experienced managers sweat. No one wants to be the bad guy. More

Building a competent competency program
Gallup Management Journal    Share    Share on FacebookTwitterShare on LinkedinE-mail article
"I wish I'd known then what I know now" is a fun game to play, unless you're a business leader. Then it's just painful. Thinking about how much more you could have accomplished — and the mistakes you could have sidestepped — if only you had the knowledge when you needed it is an unpleasant way to pass the time. Worse yet, everyone in the organization could play the same game. That's why organizations work so hard to create competency programs. They're meant to help employees understand what they need to know and to communicate clear job expectations. They're also intended to provide a framework for performance assessment, management, and improvement. However, many competency programs struggle to stay on track. 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

US companies plan to rebuild their workforces
Management-Issues    Share    Share on FacebookTwitterShare on LinkedinE-mail article
More than half of the large American companies that reduced their staffing levels over the past year plan to rebuild their workforces to pre-recession levels by the middle of 2012, according to a new report by consultants Accenture. Accenture's "High Performance Workforce Study" found that the proportion of U.S. companies with revenues in excess of $250M that will be focused primarily on cost control will decrease from 41 percent in mid-2009 to 18 per cent in 2011. At the same time, the proportion focused primarily on investment in growth-oriented activities, such as hiring, will increase from 24 percent today to 37 percent within the next 12 months. More
ISPI Performance Digest
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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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