Intervening at the Workplace,
Work, and Worker Levels
Figure 1. Typical Interventions/Solutions by Level
Something else that organizations need to consider, according to Hale, is human capital metrics such as profit per employee, diversity, and recruitment. “In terms of optimizing our investment in people, these are the kinds of metrics we should be looking at, and these are what I call organization-wide issues,” said Hale.
Bench strength deals with the degree to which an organization trains its employees across divisions and its succession of management efforts. “It basically refers to how deep an organization is so that when Harry or Mary retires, or if something should happen to them, the company isn’t faced with crisis,” said Hale. “One of the companies that I’m working with has come to the realization that they’re going to lose 25,000 to 35,000 technicians in the next five years, and that they have no one in the pipeline. It’s not a good situation.”
Figure 2. Technique #1: Ask About Metrics, Typical Workplace Metrics
There’s a tendency to think that all jobs are equal, but they’re not, said Hale. They may have the same job title or even carry the same job description, but that doesn’t make them equal. “I was looking into purchasing agents,” said Hale. “If you’re buying [domestically], it’s a lot different than buying from countries with a 300 percent rate of inflation. When you’re dealing with inflation issues, you might be negotiating the currency as a part of doing business.”
Figure 3. Technique #1: Ask About Metrics, Work Metrics
Performance requirements help define what workers do, including variables that impact results, by taking into account the direction, measures, feedback, infrastructure, and rewards. “Outcomes are influenced by a number of crucial factors,” said Hale. “For instance, is the direction clear? What other measures are in place, and are they appropriate? Do employees get timely feedback so that they can, in fact, self-monitor? Or are we still waiting for the annual performance review?”
Within the context of the requirements for performance equation, Hale said she believes that the annual performance review should not be considered feedback and that employees need to know on an ongoing basis where they are.
Hale said that although each component part of the measure is important, none can stand on its own. “What we really want is the outcome. To attain the results, or outcome, we have to have all the component parts. There’s the tendency to think that one will compensate for all the others, but this isn’t so; every element is important to an employee’s performance.”
The Measurement Model
Figure 4. 3-Point Measurement Model
Phase one involves analysis. During this phase, organizations establish a business case for a particular initiative or measure. Defining the specifics of an initiative is important, said Hale. “What is the business case for these key initiatives? What are you using as evidence? And what are your goals? Do we have the resources to sustain it over time? And are we really going to find out over the long haul what we want from it?” She emphasized that this is a time to set baselines, identify success measures, and confirm initiative feasibility.
Common business case dilemmas revolve around how to use benchmarking data and the need to identify and leverage current measures to an organization’s advantage. But what Hale is finding is that there is no company-wide sharing of the data. “There’s benefit to leveraging this information,” said Hale. “You have to ask yourself what you’re doing to leverage it.”
Hale said the most common mistake organizations make is to only consider measurement at the end of a project. “An executive went to a training course, came back, and said that he wanted all of his executives and support staff to go and do it,” said Hale. “After they’d already sent 125 people to the training, I was brought in to assess whether or not they got a return on their investment.”
The training took six weeks and cost the organization $5 million. Hale told them that they had a problem: “They’d never defined what they wanted the training to accomplish or how they were going to measure it. How else do you measure an initiative’s effectiveness?”
Once an organization defines its initiative, it moves into creation and implementation, which is phase two.
At the beginning of phase two, the organization needs to determine what it is trying to track. She suggested asking five questions: What is the intent? What is being used as evidence? What is the situation today? How feasible is it that the solution will work? And what metrics can be leveraged?
Formative and predictive metrics come from a variety of sources: user expectations; reactions from employees, customers, stakeholders, and suppliers; product specifications; user environmental requirements; technology requirements; and cultural norms. “There’s a bunch of stuff we can look at to show us how feasible an initiative is, where we can make progress, and what hurdles we have to face in ensuring its implementation,” said Hale.
Key business metrics may touch on hitting goals, customer and employee satisfaction, time-to-market, performance, finances (revenue, cost, cash flow, and return), growth, and compliance. Within these categories, Hales identified some leading indicators: user and stakeholder reactions, the rate and speed of adoption by users and workers, the percentage of critical mass adoption at specific milestones, the number of endorsements and champions at specific milestones, and the compatibility with current systems and cultures.
According to Hale, organizations sometimes make the mistake of thinking they have to put a new measurement system in place to achieve something. “Why don’t you use what’s already there? Why not use those as your indicators?” she asked. “Companies have HR retention studies and exit interviews, but I’m not sure that information gets shared with anyone.” Other sources of results metrics include survey data, Q&A data, customer satisfaction data, production reports, internal and external audit reports, and finance data.
In phase three of the model, the post-implementation phase, organizations must examine whether the initiative was successful by looking into the measurements gathered. At this point, outputs, outcomes, and fall-outs are measured. At the end of the year, an organization can assess whether it achieved the results it wanted by asking: Are customers staying longer? Are they paying faster? Are employees giving prompt feedback?
Without question, interventions disrupt social and work relationships. And those disruptions may result in either positive or negative side-effects. In phase three, the organization will learn the true nature of these side-effects, which could either justify or undermine the effectiveness of the solution.Hale warns organizations against the propensity of wanting to fix everything among the three phases of the model. She advised that it can take years to fully institutionalize new behaviors. Therefore, part of an initiative’s feasibility should involve setting interim goals. “In this manner, when we talk about the feasibility of a particular solution, we can get some quick hits,” she said. “But determining the feasibility of a solution long-term is not done overnight.”
Note: This article was first published by APQC in the APQC CenterView newsletter. Visit www.apqc.org.
Ably joined by a large and growing staff, Matt and Janet guide efforts to identify problems and shortfalls in Navy commands, programs, and policies at the individual, team, and organizational levels in an effort to improve performance. The pressures on the Navy to increase its agility and maintain its superior standing as a military service are parallel to those facing companies in the private sector. We had a wide-ranging discussion about the opportunities the HPC offers to the Navy, its employees, and the field of HPT.
A growing emphasis on employees as a key strategic resource, on the bottom line, on improving organizational alignment, and on increasing efficiencies (without incurring risk) led the Navy to determine that it must actively manage human performance.
In response, the HPC was conceived by the Chief of Naval Operations, Admiral Vern Clark, in 2003 and positioned so that its staff could tackle high-level organizational problems and opportunities with speed and efficiency. With a goal to develop blended solutions to address all human performance improvement needs, HPC staff are stationed at key client sites around the United States to facilitate the analysis, development, and implementation of critical projects.
Yes, the trick is to think more clearly, but how do you go about that? I’ll discuss six ways that I and other writers have used for years (and some new tricks we’re adding to our repertoires).
The first step is to know why you are writing. Generally, people write for one of the following reasons:
NOTE: When you are writing to inform or update and you also want the reader to take action, taking action is usually more important. Emphasize the action while keeping your second objective in mind.
Most writers use a combination of techniques, which include the following:
Talk It Out
Mind Map or Fishbone
To Mind Map:
Click here to download a PDF of the Mind Map Diagram.
Click here to download a PDF of the Fishbone Diagram.
Jotting and Sticky Notes
A variation of this approach is to write out each idea on a separate sticky note. Then use a sheet of paper, flipchart, or wall surface to organize.
Planner Sheet or Outline
All professional business writers use one or more of these techniques on a regular basis. Practice these techniques until you find one or more that help you clarify your thinking. You will discover that now you know both what to say and how to say it.
These questions are based on a set of paradoxes sent by PX readers in response to last month’s Open Question. The provocative answer to these questions is “Yes.”An Alternative to Problem Solving
Recently, I have been wondering whether or not our primary task in HPT is to reconcile paradoxes (or manage polarities) rather than to solve problems. After all, one person’s solution is another person’s problem. Today’s solution is tomorrow’s problem.
I hope that this disturbing wonderment will soon pass because it gives me a headache. For the present, I am not suggesting that we replace our basic paradigm of solving performance problems. However, perhaps we should look more into handling paradoxes. Maybe the opposite of every profound truth is another profound truth that operates in other contexts. I experienced a recent example of this disturbing possibility when ISPI’s Will Thalheimer convinced me (and other members of the audience at the eLearning Guild Producer’s Conference) that almost everything I know about learning objectives is wrong. Will’s presentation reminded me of one of my favorite papers by Jim Evans, “Behavioral Objectives are No Damn Good.”An Annotated Bookshelf
If you are interested in exploring the concept of paradoxes as applied to personal and professional performance improvement, here are some books that I recommend. Warning: These books may turn your world upside down.
Barrett, D. (1998). The Paradox Process: Creative Business Solutions...Where You Least Expect to Find Them. New York: AMACOM. (ISBN: 0-8144-0356-5)
Farson, R., & Keyes, R. (2002). Whoever Makes the Most Mistakes Wins: The Paradox of Innovation. New York: The Free Press. (ISBN: 0-7432-2592-9)
Fletcher, J., & Olwyler, K. (1997). Paradoxical Thinking: How to Profit from Your Contradictions. San Francisco: Berrett-Koehler. (ISBN: 1-881052-80-X)
Johnson, B. (1996). Polarity Management: Identifying and Managing Unsolvable Problems. Amherst, MA: HRD Press, Inc. (ISBN: 0-87425-176-1)
Sutton, R.I. (2002). Weird Ideas That Work: 11-1/2 Practices for Promoting, Managing, and Sustaining Innovation. New York: The Free Press. (ISBN: 0-7432-1212-6)
I am leaving the Open Question webpage open. Please click here to contribute additional HPT or ISPI paradoxes and to read other paradoxes.
Perhaps ISPI’s most important recent accomplishment is getting the seven Professional Communities off the ground. At the Annual Conference in Vancouver, you will have an opportunity to participate in the further establishment of these communities. A second significant accomplishment is that we are beginning to come to an agreement on the definition and scope of the technology, a process that began under Past President Guy Wallace. Our first accomplishment will help us expand our reach to other professional organizations and strengthen our technology. The second will help bring us together around a broad and powerful technological foundation.
We are seeing increased interest, around the world, in the potential power of our applications. People are becoming aware that our technology is not limited to the repair of “broken systems.” We can fill performance gaps, but we can also do more. Human Performance Technology (HPT) has the power to be an innovative force enabling us to design new and better ways of doing things. The scope of HPT is not limited to individual performance and training; it can have a profound effect on operational and organizational performance as well.
ISPI has nearly 1,000 Certified Performance Technologists, increasing their value as professionals and our value as a professional field. We are constantly searching for new ways to support them and have recently established a full-time position on staff in order to aid this endeavor.
“Performance” is becoming a popular term. Our days of being a “well-kept secret” seem to be over. We are beginning to establish ourselves as integrators who can provide frameworks that allow other professionals to amplify their contributions—working in collaboration with them, not in competition. We are moving in the direction of becoming performance generalists, able to contribute to organizational functions from marketing to finance.
What about the future? I do not have a crystal ball. But perhaps we can generalize from what’s happened in other professions. Medicine offers an example. One hundred fifty years ago the practice of medicine was largely focused on anatomy and anatomical functions. Doctors were good at patching up wounds or removing limbs; but in the Civil War, more soldiers died of infection than of their wounds. Doctors at that time failed to appreciate that the body is fundamentally a biological system, not just a physical one. Not until the introduction of cell and germ theory was medicine able to begin making enormous advances in its ability both to restore injured and ill people to health and to begin learning how to prevent illness.
The practice of management today strongly focuses on business and operational functions. Managers often do not appreciate that at its most basic level every organization is a human performance system—built by people and run by people for the sole purpose of delivering value to its human stakeholders. It may be that with broader understanding and acceptance of human performance theory and practice, we will see similar strides in our ability to contribute to organizational effectiveness.
It has been my pleasure to serve you as president. I have tried to build on the work of my predecessors to move the Society forward and hope that my contribution and that of the Board of Directors will help us realize an even better tomorrow.
The event begins with ISPI’s HPT Institutes on April 10-12: Principles & Practices of Performance Improvement and Making the Transition to Performance Improvement. In addition to the Institutes, the conference offers attendees the opportunity to participate in half-, one-, and two-day workshops on April 11-12.
On Tuesday, April 12, the conference kicks off with an Opening Session that will establish two key themes: networking and emphasizing the first “I” in ISPI. A complimentary reception immediately follows.
Chip R. Bell, best-selling author and senior partner with Performance Research Associates, Inc., will give the Keynote Presentation, Magnetic Service: Increasing Productivity Through Great Partnerships, on Wednesday, April 13.
The 2005 Masters’ Series presenters are J. Robert Carleton; William R. Daniels; Joe Whittinghill; Alyce Dickinson, PhD; Joseph J. Durzo, CPT, PhD; and Paul Lange, CPT. These speakers will address the trends and issues facing human performance improvement practitioners.
The conference program includes more than 200 encore, special, and concurrent sessions on topics such as Fluency Coaching; Evaluation; Low-tech Learning Solutions; Creating a Motivating Environment; Training Ain’t Performance; and the Third Annual Research Exchange.
Be sure to visit the ISPI Community Center located at the Parkview Terrace in the Vancouver Convention & Exhibition Centre, open from April 12-15, to meet and talk with conference sponsors, shop in the bookstore, network with colleagues, browse the Awards of Excellence, and visit the Job Fair.
The 2005 Annual Conference is poised to continue the tradition of being the premier performance improvement event of the year. All we need to make it complete is YOU! Register today!
This Month’s Performance Issue
Additionally, data tracking to ensure goal alignment across the organization, individual performance management against goals, and quality and frequency of performance feedback were nearly impossible due to an antiquated support system.
This facilitated the move from an anniversary-driven annual review to a focal-point annual review. The focal-point review means that all employees would be reviewed concurrently, which allowed for an alignment of goals across the organization.
Lastly, quarterly reviews were implemented to increase the dialogue between employees and managers. The need for better performance feedback was surfaced as a performance management issue by the key stakeholder committee. Supervisors and managers could utilize the electronic version, it desired.
The organization realized the velocity for completing the appraisal that it sought; the completion rate for all reviews increased across all divisions of the business.
Consistency within an approach to performance management was achieved through the development and rollout of its new performance management process organization-wide. In addition, the organization-wide utilization of SMART objectives achieved through the training program provided employees with clearer and more frequent feedback with related improvements in employee performance.
About the CPT: Steven Price, certified in 2003, is an Organizational Development Analyst for City Public Services in San Antonio, Texas. He may be reached at SCPrice@cps-satx.com.
To submit a CPT success story, contact Brian Desautels at email@example.com.
The first four Standards, that of focusing on results, taking a systems view, adding value, and establishing partnerships, are principles that guide us in nearly every performance improvement opportunity that we undertake. The remaining six Standards, that of assessing performance gaps or opportunities, determining causes or limiting factors, designing and developing solutions, implementing those solutions, and evaluating the process as well as the results, describe the systematic approach we use.
The Code of Ethics is intended to promote our ethical practice in serving our clients. It is based on six principles that further promote our adding value, using validated practices, collaborating with clients, continuing to develop professionally, being honest with our clients, and maintaining confidentiality.
The Standards of Performance Technology and the Code of Ethics are increasingly being applied by organizations for the selection of new performance improvement professionals and the development of existing staff. Some have gone so far as to imbed the CPT designation as a criterion for selection, development, and advancement. Applicants are given a preferred status when applying because they have demonstrated that they have successfully used performance technology in previous projects. For those already employed, certification has been used as a goal to ensure that work performed meets the requirement of the Standards and the Code of Ethics.
There also several graduate school programs that now align their curricula with the Standards of Performance Technology in much the same way that they have used the ADDIE Model (assessment, design, development, implementation, and evaluation) for educating instructional designers in the past.
Because the Standards and the Code of Ethics were developed by a professional organization, because they have been validated, and because they offer both principles and a standardized approach to improving performance, both are appealing for organizational use. Is it time that your organization imbed the Standards and the Code of Ethics into the way in which you select, develop, and advance your performance improvement professionals?
Are you ready to apply for your CPT designation? Visit www.certifiedpt.org for the most current information and to download the application form. There is also a new Self-Assessment Guide to assist you in evaluating your readiness to apply for the CPT designation, as well as a new Work Description Example that shows how all 10 Standards of Performance Technology can be met with one project.
Dr. Carl Binder is Senior Partner at Binder Riha Associates, a consulting firm that teaches clients to apply the FluencyBuilding™ training and coaching methodology, the Six Boxes™ Performance Management model, and practical performance measurement for evaluation and decision making. His easy-to-remember email address is CarlBinder@aol.com, and you may read other articles by him at www.Binder-Riha.com/publications.htm.
The International Society for Performance Improvement (ISPI) has two special honorary awards that recognize individuals for their significant contributions to Human Performance Technology (HPT) and to the Society itself. Those awards are the Thomas F. Gilbert Distinguished Professional Achievement Award and the Distinguished Service Award. ISPI is pleased to announce this year’s recipients: William R. Daniels and Christine Marsh. The awards will be bestowed at the 2005 International Performance Improvement Conference in Vancouver, British Columbia, Canada, April 10-15.
Thomas F. Gilbert Distinguished
Professional Achievement Award
This award recognizes outstanding and significant contributions to the knowledge base of HPT. This year’s award goes to William R. Daniels.
William (Bill) R. Daniels has been working since 1973 with organizations in numerous industries to improve managerial performance and organizational productivity. His work has focused on the causal relationship between managerial behavior and organizational results. He is passionate about finding a way to fully use human assets in organizations. An organization that balances its focus on both people and performance (tasks and outputs) obtains a high level of productivity with employees who feel successful and satisfied with their work. Bill also believes that it is extremely important to rely on group work and to listen, listen, listen to each other.
In 1979, he joined Don Tosti and Bob Carleton in the formation of Operants, Inc. Their development of Performance Based Management was a milestone in performance improvement at the organizational level. This program has provided a key foundation for many of the subsequent performance-based approaches to management, leadership, and large-scale organization culture change.
Today, as CEO of American Consulting & Training, Inc., Bill provides the following services: executive and management development, training design and development (including workshops and simulations), and keynote presentations. He also enjoys being a member of ISPI and serving as a past member of the Board of Directors for the International Board of Standards for Training, Performance, and Instruction (IBSTPI).
Distinguished Service Award
Congratulations to Christine Marsh, this year’s recipient of the Distinguished Service Award, an award that recognizes long-term, outstanding, and significant contributions to the betterment of ISPI.
Christine Marsh is more than just a witty, charming lady. She is an
astute professional who skillfully applies and
articulates Human Performance Technology
(HPT): facilitating tough executive strategic planning sessions, enabling
teams to identify complex root causes, and designing solutions that
get results. Her global experiences demonstrate her ability to work
across cultural boundaries, within all levels of an organization; to
move effortlessly between functional teams; and to mediate the development,
implementation, and institutionalization of new goals and objectives.
Since 1995, Christine has been a truly active ISPI member: presenting concurrent sessions, “Cracker Barrel” topics, and a 2001 Masters’ Series; publishing articles in Performance Improvement; contributing virtually to committees; planning and hosting conference International Rooms. Over the past three years, Christine’s facilitation skills have been instrumental in helping ISPI Europe develop a strong chapter with successful annual conferences in the Netherlands, Paris, and Lisbon.
Christine has also been an amazing ambassador and teacher
globally. She used wallpaper (flipcharts were not available) to
share the Principles of HPT with professionals in Siberia, presented
at ISPI South Africa’s inaugural conference, and shared her experience
and wisdom with IFTDO in Brazil and India.
Anyone who meets Christine soon learns that she continues to be innovative through her elegant, simple, insightful, and effective approach to solving business and organizational challenges. Five minutes in her presence may engage the other party in a discovery exercise, illustrative story, role-play, or team effort to answer pertinent questions. One ISPI colleague reports that Christine is an instructive and nurturing coach to newcomers as well as to experienced performance consultants.
Christine continues to make a valuable contribution to ISPI, ISPI Europe, other professionals, and global corporations. She quietly and effectively gains the respect of everyone with whom she interacts. Christine truly epitomizes distinguished professional service and is a role model for this very special award.
With ISPI’s Annual Conference just around the corner, we thought it would be of interest to share some links about Vancouver, British Columbia, Canada. So whether or not you are able to attend the conference, you can travel to the latest location for performance improvement inspiration. We’ll forgo our regular categories to provide a list of interesting sites. Please keep in mind that any listing is for informational purposes only and does not indicate an endorsement either by the International Society for Performance Improvement or me.
Performance improvement is everywhere. We discover this is true with an assortment of links about Vancouver, British Columbia, the site of the 2005 Annual Conference on April 10-15. The following are a list of sites about the Vancouver scene that may be of interest to visitors by foot or web. I’ve tried to highlight aspects of interest to PTs. Tread gingerly...
First stop for any visitor to an ISPI conference host city is the local chapter. The ISPI Vancouver Chapter is a very welcoming site for ISPIers, with a host of resources for visitors. Stop by their Conference 2005 Information Centre to get your questions answered, or volunteer as a roving reporter to write about the conference for their website. You can also peruse their newsletter, e-Spectrum, and consider submitting a “guest article.” And special thanks for their link to PerformanceXpress from their home page!
While You’re in Town, Consider
So, whether you travel by plane, by car, or by web, safe journeys until next month!
When he is not Internet trawling for ISPI, Todd Packer can be found improving business, non-profit, and individual performance through research, training, and innovation coaching as Principal Consultant of Todd Packer and Associates based in Shaker Heights, Ohio. He may be reached at firstname.lastname@example.org.
Can you distinguish sense from nonsense, fact from folklore, science from serendipity? What if you had an entire community to help you? Well, you do! The Vancouver conference offers golden opportunities to explore the breadth of research activities essential to valid and reliable practices, ranging from today’s cutting-edge discoveries to tomorrow’s emerging issues. Whether you are a researcher, practitioner, faculty, or student, novice to veteran, regardless of specialty, research-validated practices are essential. That’s exactly why the Science and Research Community and the Research Committee bring you these research-anyone-can-use sessions:
This energetic, annual event brings you up-to-date on the vanguard discoveries and rising issues of the research community that supports our practices. Hear about today’s latest and greatest research findings and tomorrow’s principles and practices directly from leading authorities.
The Science and Research Community, one of ISPI’s seven Professional Communities, welcomes you to its conference debut. A Professional Community is about sharing, exchange, dialogue, interaction, even butting heads. Typically, we do this virtually. The conference, however, gives us the opportunity for real-time, in-person, face-to-face, participant-centered, community experiences. A panel of distinguished colleagues will lead discussions on pivotal topics such as translating research into practice, recognizing how research informs us, preparing our students through academic curricula, coming to terms with our research taxonomy, and more. Come contribute to the conversation, commune with colleagues, and connect with expert resources.
Challenge assumptions about what works (or not), find out why, and discover how to distinguish snake oil from valid and reliable practices in this interactive atmosphere where research and practice come together at ISPI. These engaging roundtable discussions, which focus on transferring research into practical applications, are brought to you by leading researchers and practitioners.
Holly Burkett, CPT, MA, SPHR, Principal of Evaluation Works, a consulting practice that assists public and private sector clients enhance the business value of their performance improvement initiatives, has been selected as the new editor of Performance Improvement (PI).
Formerly with Apple Computer, she created organizational readiness strategies for results-based performance improvement efforts and led the operation’s first performance measurement impact studies, including a study that earned a select ISPI Research Award Grant. As a certified Return-on-Investment (ROI) professional, she has served as an elected board member of the American Society for Training and Development (ASTD) ROI Network Advisory Committee and ROI Content Editor for the ASTD ROI Network Newsletter and the monthly “In Practice” ROI Links features.
Publications include co-author of The ROI Fieldbook (in progress); author of the evaluation chapter in HPI Essentials (2002); ROI case studies with ASTD’s In Action series (2002, 2001, 1999); co-author of an ASTD Info-Line, “Managing Evaluation Shortcuts” (2001); and featured profiles as an evaluation practitioner in the Istanbul HR Journal (2004), T & D Journal, and the Japanese HRM and Training Magazine(s) (2000).
A certified Senior Professional in Human Resources (SPHR), she also serves as adjunct faculty with HRD programs at California State University, Sacramento and the University of California Davis. She earned her master’s degree in Human Resources and Organization Development (HROD) from the University of San Francisco.
Holly’s vision for PI includes:
More importantly, she wants to maintain the journal’s strengths: “consistently providing well-researched, thought-provoking, and relevant articles with multiple voices and multiple perspectives related to the practice of human performance technology.”
Holly succeeds Doug Leigh, who ends his two-year term as editor this month. If you are interested in contacting Holly, her email address is email@example.com.
The International Society for Performance Improvement (ISPI) and Proofpoint Systems, Inc. recently entered into a co-marketing agreement to promote Proofpoint’s groundbreaking organizational performance analysis software and membership in ISPI. This agreement represents a long-standing relationship between ISPI and Proofpoint whose founder, Dr. Jim Hill, served as ISPI president from 2002 to 2003.
Richard Battaglia, Executive Director of ISPI, explained the merits of Proofpoint’s software and the importance of the relationship to ISPI by saying, “Proofpoint has created a cutting-edge performance analysis system, which can help our members improve the speed, quality, and effectiveness of their work through their implementation of this new tool.”
Proofpoint is a global provider of industry-leading organizational performance analysis systems. Their unique software suite helps customers gain independence from high-priced consultants and increase critical performance measures. With this kind of promotion, Proofpoint expects to achieve even greater visibility in the marketplace. In addition to its current work with various federal government agencies, Proofpoint is entering the high-technology and manufacturing sectors. As noted by Dr. Hill, “This kind of visible support from an industry-leading professional body tells our customers that our products and services are highly reliable, meet rigorous standards, and can help them achieve amazing business results.” Proofpoint will continue to promote membership in ISPI and participation in its programs and services.
Performance Marketplace is a convenient way to exchange information of interest to the performance improvement community. Take a few moments each month to scan the listings for important new events, publications, services, and employment opportunities. To post information for our readers, contact ISPI Director of Marketing, Keith Pew at firstname.lastname@example.org or 301.587.8570.
With Mimeo.com at your fingertips, you’re one step ahead! Print and proof finished, bound documents from your desktop, with next morning delivery for orders placed by 10pm ET. Secure digital libraries for quick re-orders. Exceptional quality. Reliable turnaround. Flexible specifications. Try Mimeo.com free: www.mimeo.com or 800.Go.Mimeo.
Positive relationships are a prerequisite to efficient teams. The Strength Deployment Inventory® is a memorable relationship-building tool that integrates seamlessly into performance improvement programs. The SDI® recognizes the motivation behind behavior—revealing why individuals act the way they do. Mention ISPI for a free SDI. www.personalstrengths.com or 800-624-SDIS.
ISPI Hits Las Vegas. Seeing Double? Nope, ISPI is holding two conferences simultaneously September 19-24. One conference is focused on Instructional Systems and the second on Management of Organizational Performance. For more information, visit www.ispi.org.
FASTER, CHEAPER, BETTER. Thiagi and his friend Darryl Sink have put together the 2005 Learning and Performance Strategies Conference. When? June 28-30. Where? Monterey, CA. Why? Explore the basic principles of rapid instructional design and performance improvement. Attend performance-based mini workshops. Visit www.learningandperformance.com.
Job and Career Resources
Performance Improvement journal is ISPI’s premier HPT publication, reporting on the latest applications, trends, and ideas in the field. A subscription to PI is a benefit of membership, and non-members can subscribe for only $69 in the United States ($105 international).
Performance Improvement Quarterly, co-published by ISPI and FSU, is a peer-reviewed journal created to stimulate professional discussion in the field and to advance the discipline of HPT through literature reviews, experimental studies with a scholarly base, and case studies. Subscribe today!
Are you working to improve workplace performance? Then, ISPI membership is your key to professional development through education, certification, networking, and professional affinity programs.
If you are already a member, we thank you for your support. If you have been considering membership or are about to renew, there is no better time to join ISPI. To apply for membership or renew, visit www.ispi.org, or simply click here.
ISPI is looking for Human Performance Technology (HPT) articles (approximately 500 words and not previously published) for PerformanceXpress that bridge the gap from research to practice (please, no product or service promotion is permitted). Below are a few examples of the article formats that can be used:
In addition to the article, please include a short bio (2-3 lines) and a contact email address. All submissions should be sent to email@example.com. Each article will be reviewed by one of ISPIs on-staff HPT experts, and the author will be contacted if it is accepted for publication. If you have any further questions, please contact firstname.lastname@example.org.
Feel free to forward ISPIs PerformanceXpress newsletter to your colleagues or anyone you think may benefit from the information. If you are reading someone elses PerformanceXpress, send your complete contact information to email@example.com, and you will be added to the PerformanceXpress emailing list.
PerformanceXpress is an ISPI member benefit designed to build community, stimulate discussion, and keep you informed of the Societys activities and events. This newsletter is published monthly and will be emailed to you at the beginning of each month.
If you have any questions or comments, please contact April Davis, ISPIs Senior Director of Publications, at firstname.lastname@example.org.