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4 steps to measuring what matters
Harvard Business Review    Share    Share on FacebookTwitterShare on LinkedinE-mail article
When it comes to assessing performance, business executives can be a lot like old-time baseball scouts. They've been around so long that they've developed a gut feel for which statistics matter most. But as Michael Lewis describes in "Moneyball," the Oakland Athletics discovered that the metric the team's scouts used to choose players had nothing to do with whether those players would score runs. They had been measuring the wrong thing, and executives may be making the same mistake. The statistics that companies use most often to track and communicate performance include financial measures such as sales and earnings per share growth. Yet these have only a flimsy connection to the objective of creating shareholder value. More

City comptroller pitches 'accountability officer' as watchdog    Share    Share on FacebookTwitterShare on LinkedinE-mail article
The city comptroller thinks Grand Rapids, Mich., can save hundreds of thousands of dollars by hiring an "accountability officer" to find public-service efficiencies. Donijo DeJonge thinks an independent auditor could streamline city operations and generate an initial return on investment of 400 percent or more. "It's about identifying performance improvement," she said. "This organization is ripe for the picking. The boots would hit the ground running and they would go out and start talking with management and they would evaluate" city programs for potential inefficiencies. More

The end of the female-friendly workplace?
Fast Company    Share    Share on FacebookTwitterShare on LinkedinE-mail article
To attract and retain female workers, start thinking in terms of policies and incentives for all your employees — not just the women. An overview of some low-cost, high-ROI policies that work. More

The art of becoming a leader
PM Hut    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Managers who lead seek out opportunities, evaluate their potential and take decisive action to either pursue them or not. In order to involve employees in the process and instill a sense of unified, collective effort, managers depend upon their personally consistent, determined and trustworthy leadership styles. More

How to use social events to improve your company's culture
thoughtLEADERS    Share    Share on FacebookTwitterShare on LinkedinE-mail article
A well-thought-out business model keeps goals clear and people focused, while efficient manufacturing practices minimize problems and production costs. The list of issues that influence your company is huge, and it is hard to keep on top of all of them. One such issue that falls to the bottom of the priority list is the strengthening of company culture in a given enterprise. It can have a direct effect on the success of your business and should never be overlooked. Social events are a great way to cultivate it. More

The quality disconnect
Hospitals & Health Networks    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Hospitals are under pressure to provide payers and others with more immediate access to quality measures. But the data that's being collected now is not aligned with how it should and could be collected. It seems straightforward enough: Start with billions of bits of data from those electronic records installed at great expense, divert and load the data as needed into formulas that calculate performance, report results to the federal government or commercial payers, get paid based on quality rather than quantity of service. Now, plow quality-metrics information back into clinical operations to guide improvement — and repeat. 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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