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Home   Membership   Chapters   Education   Resource Center   Certification Nov. 22, 2011
Millennial speak: Insight for managing, communicating with young workers
SUCCESS    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Do you know what "instanity" means? Or how to define the Facebook Effect? Tina Wells, founder and CEO of Buzz Marketing Group, defines some terms of the millennial generation. More

The ROI of HR: A tall mountain to climb
CFO    Share    Share on FacebookTwitterShare on LinkedinE-mail article
David McCann writes, "Recently I've researched and written about human capital metrics and the measurement of ROI on human capital investments. I've been told, over and over, that the corporate world is, generally, clueless on these topics. What? Intel can stuff 2.6 billion transistors into a microprocessor but Company Average Joe can't figure out how many people it should plop onto the payroll or how much green to throw at teaching them how to think?" More

Building on the Past, Embracing New Possibilities:
ISPI's 50th Anniversary

International Society for Performance Improvement    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Register by Dec. 16 and save! Join your colleagues from the past, present and future as we celebrate everything performance improvement, April 20-23, in Toronto, Ontario, Canada. More

Case study: Reinventing learning at Whirlpool University
Training    Share    Share on FacebookTwitterShare on LinkedinE-mail article
The Closed Loop Learning Method has changed the landscape of learning at Whirlpool University. Workforce trends and marketplace volatility are challenging the traditional ways we approach learning and development, giving us an incredible opportunity to rethink the learning space and drive greater results for the bottom line and employee performance. More

Get your workforce measurement act together
i4cp    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Insights offered by workforce measures and quality of movement metrics can be invaluable indicators of issues that affect both individual and organizational performance. They can raise red flags long in advance of the arrival of full-blown productivity killers. More

Poor relationships top cause for leader failure
Right Management    Share    Share on FacebookTwitterShare on LinkedinE-mail article
The top reason for a leader's failure is the inability or unwillingness to build relationships and a team environment, according to global survey data released by Right Management. More

Managing change: Commitment and alignment (not just compliance)    Share    Share on FacebookTwitterShare on LinkedinE-mail article
A change management plan built on compliance has an implicit assumption that those at the top of the hierarchy have a lock on the knowledge and experience needed to implement a new initiative. They create a set of performance criteria with standardized objectives that are enforced with a "do-it-or-else!" threat. In contrast, managing change by fostering commitment engages employees. More

Leadership's new direction
Harvard Business Review    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Today's young leaders are growing up with the belief that business can provide them with a way of translating a meaningful, personal purpose into work that affects the world in a positive way. These are 20-somethings in the early stages of their careers, holding roles that require tremendous amounts of responsibility and judgment — whether it's managing a brand, starting a new venture or transitioning the family business. More
ISPI Performance Digest
Colby Horton, Vice President of Publishing, 469.420.2601  Download media kit
Valerie Hunt, Content Editor, 469.420.2690   Contribute news
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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