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Home   Membership   Chapters   Education   Resource Center   Certification Jan. 11, 2011
Where have all the process owners gone?
Harvard Business Review The Conversation Blog    Share   Share on FacebookTwitterShare on LinkedinE-mail article
Process gurus such as Michael Hammer, Jim Champy, Geary Rummler, and Alan Brache have long maintained that companies must appoint process owners to ensure that 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

One-third of workers expect employers to invest in T&D in 2011
Canadian HR Reporter    Share    Share on FacebookTwitterShare on LinkedinE-mail article
One-third of working Canadians think their employer will invest in employee training and development this year. Almost one-third (29 percent) also expect employers will put funds towards hiring more people or purchasing more equipment, found a survey of 1,506 Canadians by BMO Bank of Montreal. More

How to address the cultural aspects of HPT Interventions
ISPI    Share    Share on FacebookTwitterShare on LinkedinE-mail article
The HPT process allows us to identify potential interventions in international environments. However, sometimes performance issues might be related to — or exacerbated by — cultural differences. In addition, whether the performance issue is related to cultural differences or not, you might need a culturally appropriate intervention to address the issue. For example, is mentoring a good intervention in Malaysia? Is your manager in Japan not a decision-maker or are her cultural ways of communicating sending you the wrong message? More

Overcoming the fear of change
Gallup Mangement Journal    Share    Share
on FacebookTwitterShare on LinkedinE-mail article
There are people who recoil from change no matter how necessary the change is. And there are others who love change for change's sake. The first type can prohibit progress; the second can cause chaos. And both probably exist in your organization. The problem is that you can't dismiss the fears of the first type or the adventurousness of the second. Either group might be right about change initiatives. A leader's job is to make the call, then guide both groups through the organization's transformation. More

10 employment trends to watch in 2011
Reliable Plant    Share    Share on FacebookTwitterShare on LinkedinE-mail article
With 2011 shaping up to be a better year for job growth, CareerBuilder surveyed more than 2,400 employers and 3,900 workers nationwide to identify 10 key trends in business, hiring, work culture and job search. The survey was conducted by Harris Interactive from Nov. 15 to Dec. 2, 2010 across industries and company sizes. More

What was the question?
Chief Learning Officer    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Questions are at the heart of what drives people to learn. But in utilizing questions as part of any team-oriented dialogue, learning and development professionals should take care to make sure the right type of questions — open-ended versus closed-ended — are being used. In listening carefully to conversations, it becomes clear that very rarely do people pose open- ended questions. Yet, almost always, the answer is given as if an open-ended question was asked. More

Put the "continuous" back in improvement
Six Sigma & Process Excellence IQ    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Organizations are either aggressively improving their businesses, or they are falling behind at an increasingly rapid rate, says Terence T. Burton, President of the Center for Excellence in Operations. In the first of a series of articles, Burton examines how the rules of engagement are changing and what business leaders need to do to catch up. More

Leaders make values visible Blog    Share    Share on FacebookTwitterShare on LinkedinE-mail article
The corporate credo. Companies have wasted millions of dollars and countless hours of employees' time agonizing over the wording of statements that are inscribed on plaques and hung on walls. There is a clear assumption that people's behavior will change because the pronouncements on plaques are "inspirational" or certain words "integrate our strategy and values." There is an implicit hope that when people — especially managers — hear great words, they will start to exhibit great behavior. More

Company increases workplace productivity through diet and exercise
US News Source    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Fitness Programs Free illustrates how workout routines and diet can be used to boost workplace productivity, resulting in healthier and happier employees. A company has come to the forefront and shown how to increase workplace productivity through workout routines and diet. For years, many experts have been trying to figure out what can be done to dramatically boost productivity and efficiency. Recent studies have indicated that if you want to increase productivity, you can do so through diet and workout routines. More

Does all that face time make you wish for 'get out of my face' time?
BNET    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Dependent relationships can be one of the darker sides of power. Great leaders know how much they rely on the people in their organizations. They don't just count on the power of their positions to get things done; they create the kind of loyalty and respect that inspires people to "take the hill" even when it's most difficult. But the more the leader is respected and admired, the more her staff may feel the need to gain her approval. 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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