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Home   Membership   Chapters   Education   Resource Center   Certification Dec. 27, 2011
As 2011 comes to a close, ISPI would like to wish its members, partners and other industry professionals a safe and happy holiday season. As we reflect on the past year for the industry, we would like to provide the readers of ISPI Performance Digest a look at the most accessed articles from the year. Our regular publication will resume next Tuesday, Jan. 3.

The end of human resources as we know it
Human Resource Executive Online    Share    Share on FacebookTwitterShare on LinkedinE-mail article
The challenges are great, and a new kind of HR executive is emerging to meet them. In the process, these strategic leaders are turning our traditional concept of human resources on its head. Here are five major forces that are driving the changes that will end HR as we know it by the year 2020. More

Change management vs. change leadership: What's the difference?
Forbes    Share    Share on FacebookTwitterShare on LinkedinE-mail article
John Kotter writes, "I am often asked about the difference between 'change management' and 'change leadership,' and whether it's just a matter of semantics. These terms are not interchangeable." More

The best approach to training
Harvard Business Review    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Many people have developed any number of techniques and products aimed at improving training and instruction. But focusing on the technique is putting the cart before the horse. More

Intelligence lost: The boomers are exiting
Bloomberg Businessweek    Share    Share on FacebookTwitterShare on LinkedinE-mail article
The U.S. business community is facing a war of intelligence attrition. Fortune 500 companies will see countless experienced knowledge workers walk out the door during the next two decades. More

Will virtual learning kill in-person training?
Bloomberg Businessweek    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Technological advances in online employee training will make most in-person classroom learning a thing of the past. Pro or con? More

Kantor: How to measure employee performance
Naples Daily News    Share    Share on FacebookTwitterShare on LinkedinE-mail article
One of the most frequently asked questions posed by management during a consulting assignment is, "How do I measure employee performance?" If all it took was counting the number of calls made to customers or the items produced per hour, it would be easy; however, measuring employee performance certainly is more complex than that. More

Rise of the change manager
International Business Times    Share    Share on FacebookTwitterShare on LinkedinE-mail article
The increased volume, pace and complexity of change has produced a new profession: the change manager. This new role is a variable mixture of HR professional, L&D and communications specialist, combined with a dash of facilitator and executive coach — sometimes with project manager added. More

Stop long, boring staff training; start short, social learning modules
Business Insider    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Your staff members are used to Facebook, Google Plus, Twitter and other social media platforms. At home they're not watching TV with antennas; they're watching Hulu, YouTube and videos from Netflix. They are using PlayBooks, iPhones and streaming Pandora in their cars. However, when they get to work you're training them with old and boring videos from the Stone Age. Is it any wonder they fall asleep? More

Social media vs. knowledge management
Harvard Business Review    Share    Share on FacebookTwitterShare on LinkedinE-mail article
On the surface, social media and knowledge management seem very similar. Both involve people using technology to access information. Both require individuals to create information intended for sharing. Both profess to support collaboration. But there's a big difference between the two. More

Where have all the process owners gone?
Harvard Business Review    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Process gurus such as Michael Hammer, Jim Champy, Geary Rummler and Alan Brache long have maintained that companies must appoint process owners to ensure processes are improved across functions. For 20 years, they have extolled the virtues of this role, filled by someone whose job is to make sure their organization doesn't revert to optimizing just within departments. Yet few organizations seem to have process owners. Why? 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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