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Spend $1 on training — make $3 back
Chem.Insider Daily    Share    Share on FacebookTwitterShare on LinkedinE-mail article
ESI International, the world's leading project management training company, recently announced the release of a new research study titled "Training ROI: If Someone Asks, You've Already Lost Your Budget." The study explains how those responsible for organizational development can prove the value of their training programs through a practical and straightforward approach to return on investment. ESI Vice President Mark Bashrum recently spoke about training ROI, its importance and how companies and organizations should approach it. More

Using storytelling to add the 'why' to ERP training
Social Learning Blog    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Let's face it: ERP training is typically boring at best and utterly overwhelming at worst. The systems are complicated, users have to learn new terminology, new codes and numbers for products, vendors, accounts and everything in between. And then there are the new procedures — many, many new procedures. It's a lot to ask people to remember. So what can we do to help more of the important points stick? More

What's on the horizon for process excellence?
PEX    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Most of us know the history of process excellence, from the days leading up to total quality management to the more recent focus on customer experience management. We have all heard of — if not read with interest — the works of Fredrick Taylor, Taiichi Ohno, W. Edwards Deming and James Womack (to name a few). If not, a 30-minute Internet search could easily turn the intellectually curious into a historian on the subject. However, if you ask four people about the next generation of process excellence, you will likely get four different points of view. More

Process management vs. project management
PM Hut    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Confusion abounds in what are the differences and similarities between process management and project management. There is a lot of literature in project management circles that purports that we should be creating organizations that are led by projects and project management and forming Project Management Environments to support these. But there are also circles that purport that all work is a process and that we should be creating organizations that are led by process management and, in turn, form Quality Management Environments for support. More

Shared learning for true teamwork
Patient Safety & Quality Healthcare    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Today's health care organizations seem to be shifting from a command-and-control style to one of increased collaboration among all levels of the hospital. Interdepartmental collaboration, too, has taken center stage as the importance of service lines and managing populations becomes apparent. Today's health care professionals desire and need to be involved in the continuum of the patient experience, which may extend beyond their traditional departmental duties. The training of individuals must reflect this shift and incorporate principles of creating shared meaning, which promotes commitment, versus compliance-driven top-down approaches. More

Embedding a winning corporate culture
HRM Asia    Share    Share on FacebookTwitterShare on LinkedinE-mail article
The mission and values of a company are quickly becoming more important to the people who work for it. Employees are getting more actively involved in discussing and understanding global issues such as climate change and aging population through social media and are looking for their organizations to show similar interest. Harjit Gill, CEO, Philips ASEAN and Pacific, and chairman of Philips Singapore, explains how his company is marrying its own corporate social responsibility commitment with its employees' desire to work for an organization that makes a positive difference — to the betterment of the overall corporate culture. "What Philips stands for and our ability to make a difference in those areas through our energy-efficient lighting solutions and health care capabilities has helped us attract people who share the passion to make a difference," Gill says. More

Performance support maturity
Learning Solutions Magazine    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Performance support is undergoing a renaissance. Empirical research and case studies have made us smarter about implementing performance support. Web 2.0 technologies have made it easier and less costly to adopt. Here is a method that will help identify areas to improve your strategy and advance the sophistication of your performance support organization. More

The productivity effect of temporary agency work
The Economic Journal (subscription required)    Share    Share on FacebookTwitterShare on LinkedinE-mail article
This study investigates the effect of temporary agency work on the user firm's productivity. The authors hypothesize that using temporary agency work to enhance numerical flexibility and to screen job candidates may increase productivity, whereas temporary workers' lower firm-specific human capital and spillover effects on the user's permanent employees may adversely affect productivity. Other than the sparse existing literature on this issue, the authors exploit a large panel data set and control for time-invariant and time-varying unobserved heterogeneity by using the system GMM estimator. The results show a robust hump-shaped effect of the extent of temporary agency work on the user firm's productivity. 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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