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Home   Membership   Chapters   Education   Resource Center   Certification Sept. 21, 2010
Employers will lose talent if they don't make better use of employees' skills
HR Magazine    Share   Share on FacebookTwitterShare on LinkedinE-mail article
Employers face a challenge to retain their most talented employees, warns a Randstad survey. The new report shows employers do not properly understand what motivates their employees to continue working for them. It also found employers are failing to utilize fully the skills of their employees despite many workers broadening their skills during the recession. According to Randstad's World of Work Report 2010, which examines the current and future dynamics of the employment environment in the U.K., employers ranked the main factors driving people to stay at a company as its brand, culture and the benefits package offered. More

Exciting work is key to engagement
Management-Issues    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Is your work exciting? If so, you're much more likely to be motivated. But can a business case be made for 'exciting work' and what can managers do to improve productivity and make the work of their teams more engaging? As a manager, you're responsible for the work that's undertaken by the members of your team. If you can find ways to help your team make their work more exciting, you can play a significant role in enhancing their engagement. This is because 'exciting work' is one of the four principal drivers of engagement. The others are: leaders who inspire confidence in the future; managers who recognize employees and emphasize quality and improvement; and the extent to which the organization demonstrates a genuine responsibility to its employees and the communities in which it operates. More

ISPI SkillCast: Quality tools & human performance technology
ISPI    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Join ISPI's first SkillCast Webinar of the new 2010-11 season. Join Tom Berstene of Workplace planning Associates as he shares the Seven Basic Tools of Quality, the Seven Management Tools of Quality, and a handful of advanced tools used in Quality while discussing the implications for HPT practitioners. These tools are designed to help improve the products and services of any organization while promoting innovation, communication and planning. If you want a better understanding of quality tools, their purpose and uses, and the decisions they are designed to support — then this SkillCast is for you! More

How Kraft Foods is cooking up a change management culture
PR Web    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Paradigm Learning recently unveiled its latest change management client story, How Kraft Foods Is Cooking Up a Change Management Culture. The story describes how Kraft Foods needed its information systems (IS) employees and managers to have an understanding of the impact of organizational change — and to embrace better ways of managing it. As if that weren’t enough, it needed to involve employees around the world. Kraft found a viable solution to educating its employees around organizational change with Right Turns: Change in Action® and used a unique classroom/online blended learning solution created exclusively by Paradigm Learning. More

Bare bones change management
CIO Magazine    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Organizational change is hard. The following syllogism, while popular, doesn't explain why. Major premise: Attempts at business change fail more often than they succeed. Minor premise: When something goes wrong, it must be someone else's fault (with "someone else" defined as "someone I can safely call them"). Conclusion: Business change fails because employees (them to far too many business executives and managers) just naturally resist all change. Why? Because they're too stupid to understand that all change is good. More

Q&A: Ed Cohen & Priscilla Nelson
Business Standard    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Talent executive Ed Cohen was chief learning officer and Priscilla Nelson global director of people leadership at Satyam Computer Services when its iconic founder, Ramalinga Raju, confessed to long-standing accounting fraud and was subsequently jailed. The media focused on the scandal, but how did the company deal with the crisis internally? Cohen and Nelson have distilled their experience from those tumultuous days into lessons for corporations in a co-authored book Riding the Tiger: Leading Through Learning in Turbulent Times. They discuss some of their key learnings with Kanika Datta. More

A healthier network
Human Resource Executive    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Some firms are betting that targeting social networks — both real-life and digital — within the workplace will let employers develop more effective and cheaper health-promotion programs. Can social networks lead to healthier employees? They can when they're properly identified and targeted, says one technology firm. MedNetworks, a recently launched company based in Newton, Mass., is touting "social network analytic technology" originally developed at Harvard University as a way for employers to better target their wellness-promotion campaigns and monitor their effectiveness. More

Businesses should make workplace safety a top priority
The Kansas City Star    Share    Share on FacebookTwitterShare on LinkedinE-mail
Workplace safety is everyone's business. In some industries, such as those that use heavy equipment or machinery, it's an obvious concern. But safety hazards inherently exist in every work environment. Managing those risks to prevent illness and injury on the job is not only the right thing to do — not to mention required by Occupational Safety and Health Administration laws — but also good for the bottom line. More

Lessons from India: social profitability
Management-Issues    Share    Share on FacebookTwitterShare on LinkedinE-mail article
David Livrmore wrote in Management-Issues, "I often meet people keen to go to India to teach them about business, leadership, and faith. But India has as many lessons to give as receive. Take for example, the long time commitment from Indian businesses to serve others while also being financially profitable. While corporate social responsibility creative capitalism, and the triple bottom line are relatively new, trendy ideas in the West, many Indian businesses have long measured their success by how they care for their most important asset — their people. A recent study among the 100 leading businesses in India found that social mission trumped shared holder value for every executive surveyed — a result that would be unthinkable among their American counterparts. 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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