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Investment-based performance improvement
Minding the Gap    Share    Share on FacebookTwitterShare on LinkedinE-mail article
A Certified Performance Technologist explains how mastering the 10 competencies of human performance improvement helped him develop an approach to performance improvement that shifts the focus from ambition to investment. More

Book delves into performance interventions and analyses
Wow eBook    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Renowned performance consultants Dr. Gene Fusch and Richard Gillespie offer a step-by-step blueprint for developing a true performance culture, where people bring a relentless focus and selfless collaboration to bear on the organization's most fundamental goals. Fusch and Gillespie walk you through identifying your most crucial challenges and the performance gaps standing in your way, choosing initiatives that deliver the greatest positive impact, successfully executing on those initiatives and measuring the results. More

Create a company that won't fail — by putting women on the board
Fast Company    Share    Share on FacebookTwitterShare on LinkedinE-mail article
New research suggests that companies with a larger female presence on their boards did far better during the economic downturn than those with only men. Credit Suisse's research division found that companies with boards that included women outperformed stocks with no women on the board by 26 percent. The data raise a larger question: Why does gender diversity improve a company's performance? More

Tools, talent, training and — above all — time
Clive on Learning    Share    Share on FacebookTwitterShare on LinkedinE-mail article
More and more organizations are deciding to make self-study e-learning a key part of their learning and development strategy, yet budgets are still severely constrained. As a result, many organizations are hoping they can have it both ways by simply adding e-learning development to the responsibilities of their remaining internal L&D staff. More often than not, this is failing to work as well as expected. So what's needed if an organization is going to make a success of in-house development? The four T's. More

Tips to get the most out of a training provider
CommLab India    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Organizations are increasingly outsourcing their training requirements — both instructor-led classroom and online training programs. Outsourcing training not only makes economic sense but also translates into a better quality-to-cost proposition. It also allows the learning and development or HR departments to channel their resources into organizational building initiatives. The process of a training course/instructional design broadly follows a particular pattern. Being supported by relevant information and data does help to expedite the training design process. Here are some tips to ensure you get the most out of your training provider. More

Evolution management: Managing constant change in organizations
Turnaround Management Society    Share    Share on FacebookTwitterShare on LinkedinE-mail article
While working for different consulting companies in the corporate restructuring sector, we have heard many different terms for "restructuring a company." In small- and medium-sized businesses, the more serious the crisis becomes, the more the term "turnaround management" is used. Certainly turnaround management suggests some urgency and pressure to change the situation causing the company to struggle. More

Integral leadership and diversity
Integral Leadership Review    Share    Share on FacebookTwitterShare on LinkedinE-mail article
The terms "integral," "leadership" and "diversity" are explored with the purpose of showing how it is useful to consider them in relation to each other. Such consideration is significantly impacted by how we understand these and other terms that will be introduced. It is essential for us to appreciate how our approaches to meaning influence how we make choices about what is relevant, how we engage with these choices to implement efforts toward learning, development and change. Our concepts of leadership play essential roles in our achievements and our failures. Greater clarity can be achieved by reserving such concepts to communicate with less ambiguity and by using specific occurrences to generate context specific definitions. Such an effort is greatly enhanced by attending to the perspectives offered by mapping and theory built on the work of Ken Wilber and others. More

ISPI Performance Digest
Colby Horton, Vice President of Publishing, 469.420.2601
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Valerie Hunt, Senior Content Editor, 469.420.2690   
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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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