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International
Society of Performance Improvement Newsletter
May 2006
Podcasting? For Learning?
Are any of you out there finding it harder to keep up with all the new technologies used these days for learning? When I heard someone mention podcasting when discussing e-learning options, my internal alarms went off. My ego was frantically saying, “There is a whole new medium out there I know nothing about? How can I be an effective solutions designer if I do not know about this?”
I immediately set out to find out about using podcasting for learning. This turned out to be more difficult than I initially thought. Apparently, not many people are using podcasts for learning…yet. For news releases, entertainment, and blogs–yes. But for e-learning?
A Podcast is a method of publishing audio broadcasts via the Internet.
Here is the definition I developed that is a bit more descriptive:
It is a way for individuals and companies to create audio programs and allow people to download, listen, and subscribe to them very easily. You can subscribe to podcasts and have fresh content download to your computer or iPod whenever it is available.
Who Is Listening to Podcasts?
You have seen all those teenagers and twenty-somethings with headphones attached
to a little device? What about that guy at the gym running on the treadmill
with headphones on? These folks are using devices called iPods or other MP3
players. They all play audio, and the more advanced versions play video as
well.
A recent study indicates that 22 million adults own MP3 players and 29% have downloaded podcasts or listened to podcasts that have been “pushed” to them. With this many adults already using iPods, how many will have them one year from now? Two years? You can now buy devices for your iPod to play your music or podcasts over speakers in your home or in your car. What other innovations are on the horizon to make these devices even more attractive?
According to CLO Magazine, Prentice Hall is using podcasts for e-learning for their sales force. It is part of a three-pronged approach for new product launches that follows blogs and simulations.
Duke University gave iPods to their entire 2005 freshman class so they could receive podcasts that included university news, class work, and social content. iPods will be a part of Duke University’s new Digital Duke University. They plan to integrate technology broadly into the teaching and learning process.
Capital One University distributed 3,000 iPods to support corporate training and communications.
I spoke with a representative from Ninth House. They are experimenting with different ways to deliver a learning message using video podcasting.
What Are the Disadvantages of Podcasting?
Some of the disadvantages of audio messages are:
Why Should My Organization Podcast?
Well, maybe you should not. Every solution is not for every organization. You
need to evaluate your learners, the technology available, the message you
need to send, and corporate culture before you determine if podcasting is
right for your company.
In any case, if you are an instructional designer, you should learn about this as an option!
Leigh Anne McIntyre has more than 14 years of experience in the field of instructional design. She has her bachelor’s degree in Business Management from West Georgia State University and her master’s degree in Human Resource Development from Georgia State University. Leigh Anne has won three Telly Awards and the GSU Award for Distinguished Contribution to the Application of HRD in the Workplace. She may be reached at leighanne@instructionaldesigngroup.com.
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TrendSpotters: The Operating Concept
Model for Facilitated Mentoring
by
Carol Haig, CPT, and Roger Addison, CPT, EdD
With us this month is Margo Murray, CPT, past president, Outstanding Member, and Member for Life of ISPI. Margo is president and chief operating officer of MMHA The Managers’ Mentors, Inc., an international consulting firm she founded in 1974. Her contribution to the TrendSpotters Open Toolkit is the MMHA Operating Concept Model for Facilitated Mentoring©, which is supported by more than 30 years of research and client experiences.
Genesis of This Model
The Operating
Concept Model for Facilitated Mentoring is both a model and a tool.
It is also heuristic because it illustrates rules of thumb rather than the
linear view of a process. Margo developed it to help her clients focus on
the systematic and systems alignment of a facilitated mentoring process,
rather than attempt to force fit this very flexible approach into a series
of sequential steps. First published in an earlier form in Margo’s
book, Beyond
the Myths and Magic of Mentoring, the current model illustrates the
evolution of client experience with the MMHA Operating Concept Model for
Facilitated Mentoring©.
Model Description
The model shows the relationship of four key participants in the mentoring
process: mentor, protégé, supervisor, and coordination team.
Each role has unique responsibilities, and all have shared interaction. You
can show alignment with other functions in your organization by adding, for
example, recruitment, pay and benefits, and formal training.
To establish a common understanding, let’s define mentoring as the deliberate pairing of two people with different skills and experiences with the objective of almost always transferring those skills and experiences both ways. One person is the mentor–a trusted guide, tutor, or coach; and the other is the protégé–one whose career is enhanced by feedback and coaching from an experienced person.
How to Use This Model
The model shows the linkage of a mentoring process to an organization’s
vision, mission, goals, needs, and opportunities, and each performer’s
contribution to results. When the performer enters into a mentoring relationship
to enhance knowledge, skills, or experience, the responsibilities are often
ambiguous. This model clearly communicates that the protégé owns
the responsibility for further development that will lead to greater results.
It also illustrates the necessary alignment with other organizational strategies
for improving performance.
Success Stories
Several years ago, MMHA partnered with General Motors to solve an automotive
industry problem–the shrinking labor pool for service technicians.
They created the Automotive YES program to pair a vocational-technical
school student with a master service technician in a dealership. The results
were phenomenal: Young people were employed at unexpectedly high wages, dealers
had an increased labor pool, parents’ opinions of the job of technician
rose dramatically, and vocational-technical instructors upgraded their teaching
methods. At the 2006 ISPI Annual Conference in Dallas, a participant in Margo’s
session told the group that Automotive YES continues to be a highly
successful and growing program. This model shows the additional roles in
the AYES implementation–parents
or guardians, teachers, and counselors–and reflects results at the
societal level.
The second success is also a current community implementation. To help address the spreading pandemic of HIV/AIDS, high levels of maternal mortality, and infant mortality in Africa, Asia, and Latin America, Margo’s mentoring process was implemented to leverage the investment made in developing leaders in reproductive health improvement. It works like this: A limited number of potential leaders from seven African/Asian and five Latin American countries receive a fellowship to a program designed to strengthen their skills in leadership and update their knowledge of sound reproductive health practices and commodities. To continually expand the number of such leaders, each fellow agrees to become a mentor to one to three additional potential leaders in his or her country. Imagine–a growing number of leaders of programs to improve reproductive health education and practice (five fellows x 3 = 15, those 15 leaders x 3 = 45, 45 x 3 = 135, and so on). The fifth year program results show decreased fertility rates, slowed spread of disease, and improved impact of scarce resources through collaborative problem-solving efforts (Clark & Murray, 2005).
Late breaking news: In its seventh year in
Advice to Users of the Operating Concept Model for Facilitated
Mentoring©
The model is flexible and can serve several purposes.
Use it to illustrate the key roles in a facilitated mentoring
process. Participants will be positively motivated by the clarity
of the separate and shared responsibilities. The model clearly
shows the channels of communication and can help participants
avoid conflicts. Most important, use the model to communicate
to the organization or community the efficacy of a facilitated
mentoring process to improve performance and increase measured
results.
Link to the Performance Technology Landscape
The Operating Concept Model for Facilitated Mentoring© supports
these principles of Performance Technology:
| R | Focus on Results: by looking beyond implementation to how best to sustain and institutionalize the product, process, or service |
| S | Take a System(s) viewpoint: by moving from the episodic to the systemic |
| V | Add Value and focus on the business or organizational purpose: by evaluating results in each step of the project |
| P | Establish Partnerships and work collaboratively: by forging a partnership between the performance consultant and the client |
Application Exercise
Use the Operating Concept Model for Facilitated Mentoring© to:
The Operating Concept Model for Facilitated Mentoring© can help you unlock the power of mentoring.
Reference
Clark, S.C. & Murray, M. (2005). Mega-planning
in population. Performance Improvement Quarterly, 18(3), 17-25.
If you have an HPT model or tool that supports you in your performance improvement activities, contact Carol Haig, CPT, at carolhaig@earthlink.net or http://home.mindspring.com/%7Ecarolhaig, or Roger Addison, CPT, EdD, at roger@ispi.org.
Six Years of Performance Improvement Makes PPC
Cement a Winner in South Africa
PPC Cement was established in
“Organisations are like automobiles. They cannot run themselves–except downhill.” –Manfred Kets de Vries
From 1994 to 1999 PPC ran downhill. The share price dropped from R115 (approximately $18.67 USD) in 1994 to R36 (approximately $5.85 USD) in 1999.
Value Based Management
PPC used a business model called Value Based Management (VBM) to analyse
its business woes. VBM uses an economic measure called Cash Flow Return on
Investment (CFROI) as a predictor of share price. PPC’s CFROI was lower
than its cost of capital. It was a signal to investors to take their investment
funds elsewhere.
Action Stations! All Hands on deck!
For PPC to get its CFROI above its cost of capital, it had to increase
its margin by getting its selling price up and its cost of production and cost
of sales down. This required:
Utilisation of Plant and Equipment
In 1994, PPC’s plant was being utilised at about 80% of its design
capacity. The plant was 36 years old, and utilisation levels were considered “pretty
good.” When plant engineers were told that doubling the CFROI would require
pushing utilisation of the plant to at least 90% of design capacity, they said
it could not be done, especially not while reducing cost.
Utilisation of Human Capital. All Hands on Deck?
When surveyed in 1999, levels of “employee engagement” were
low. Only 11% of PPC employees said they understood PPC’s goals and were
committed to them, and 38% professed themselves to be indifferent. The rest
were “somewhere in-between.” Management “guestimated” that
it was effectively utilising less than 40% of the human energy and intellect
available to achieve PPC’s business goals.
The way in which a system is configured will determine the outputs of that system. If different outputs are desired, the system and its subsystems must be reconfigured.
The PPC system had to be reconfigured so as to:
It was hoped that if “workforce” utilisation could be improved from 40% to 70%, then plant utilisation could be increased from 80% to 90% of design capacity, with cost reductions.
The cyclist had to be coached to pedal faster, rather than making modifications to the racing bike.
PPC developed its own systems approach to improvement of employee engagement and the application of the energy produced to business performance improvement.
Appreciative Inquiry–Learning to Listen to the Voice of
the Workforce
PPC took its general managers (mostly engineers) from their factories and
formed a performance improvement team. This team interviewed most PPC employees,
finding out what elements of the existing system were retarding their performance
and reducing their levels of engagement. The following were distilled from
thousands of responses:
Employees were then asked to envision (to specify the systems and outputs of) a workplace that “engaged” them.
The engineers of the PPC performance improvement team worked with employees to design the systems and subsystems that would deliver the output of “employee engagement” and also designed ways in which to measure it. The systems had to be integrated as part of daily business operations.
Alignment–Creating “Line of Sight” for Every
Employee
The team, using business process mapping and benchmarking techniques:
High Performance Teams–Mobilising the Workforce
In PPC, teams were extensively coached in techniques that would
assist them to continuously improve their performance. Every team was monitored
and performance improvement was measured. Each team had a performance coach.
High-level recognition was given daily to even the smallest performance improvements.
Within a year, levels of employee engagement began to increase measurably. The energy created in these teams was harnessed and focused on doing things cheaper, better, and faster to increase throughput, reduce assets, and reduce costs.
“Great organisations are those that allow ordinary people to achieve extraordinary things.” –Tom Peters
The results achieved by this systemic reconfiguration and redesign have been legendary.
Rod Burn joined PPC Cement in 1999 as Director, Organisational Performance. Prior to that, he held positions in the retail, mining, and food manufacturing industries. Rod has a peculiar combination of qualifications in law and clinical psychology, but is probably a frustrated industrial engineer at heart. He may be reached at rod.burn@standardbank.co.za.
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Making Your Summer Plans?
Combine your next professional development opportunity with some fun. From July 25-27, 2006, the city of Chicago, Illinois, will host baseball (White Sox vs. Minnesota Twins), ISPI, and you. Are you trying to achieve systematic, measurable, and reproducible performance improvement within your organization? Do you have all to tools to accomplish your performance improvement goals?
Optimize your organization’s investment in human capital by attending ISPI’s Principles and Practices of Performance Improvement Institute.
Principles and Practices of Performance Improvement provides the foundations of systematic, measurable, and reproducible performance improvement. You will learn how to analyze performance problems and present possible solutions.
Read what attendees from our recent Dallas program have to say:
So, what are you waiting for? Register today, come to Chicago in July, learn from experts in the field of performance improvement, and maybe take in a baseball game.
From
the Board: From Radical Dallas to Performance Without Borders
I am writing this column in a Tex-Mex restaurant waiting for my departing flight from Dallas. I want to thank the 1,000-plus participants for making ISPI’s 44th Annual Conference such a spectacular success. During my handshakes with attendees (at least 996 of them), I received overwhelming positive feedback on the value of the institutes, workshops, keynotes, sessions, and special events. First-timers repeatedly cited ISPI’s hospitality and practical value.
Dan Pink, our keynote speaker, outlined fascinating trends and identified the needed mindsets for future performance success. To find out why right-brainers will rule, read Pink’s A Whole New Mind. He challenged us to apply our technology and skills in whole brain ways.
In addition to serious pursuits, there were abundant formal and informal opportunities for networking. During the second general session, Thiagi and his game wardens engaged the entire audience. It was amazing to see the crowd collaborating on creative ideas for ISPI engagement and sharing their performance success stories. The “Everything Texas” night was a social hit complete with local food, great music, and a range of fun entertainment. The racing armadillos were particularly impressed with our agile members and are now considering applying for their own CPT designation.
Teasing aside, I want to send heartfelt kudos to:
Myriad colleagues have asked me to articulate my vision for the coming year. As your President, it is my desire, to emphasize those values that first connected me to this Society. What I like to call, the three “I’s” of ISPI:
With help from our brilliant Board of Directors, support from our very competent staff, and continued work from dedicated Task Forces, committees, and loyal members, I look forward to building on these I’s of ISPI and bringing our 2007 Annual Conference theme, Performance Beyond Borders, to life throughout the coming year.
To summarize, let me share a few words from my daily reflection for April 11, 2006, the day our new Board assumed office.
“You can tell a lot about which direction your life is heading by looking at the people with whom you’ve chosen to spend your time and your ideas. Their values and priorities impact the way you think and act. If they’re positive people dedicated to growth, then their values and priorities will encourage you and reinforce your desire to grow.”
Such words could not be more fitting as your 2006-07 leadership team begins its journey forward. Here’s to you and to ISPI…and let’s meet again next year in San Francisco!
2006
Award of Excellence Recipient
Principle Leadership Program
Jean Dames, director of Professional Development for Xerox Global Services, recently received the coveted “Award of Excellence” from ISPI for a new program she designed and rolled out in 2005 called the Principal Leadership Program. Although the program was the result of a six-month instructional design and development cycle, Jean had been working on it independently for almost 20 years.
In the late 1980s, when she was an IBM marketing manager, Jean and her sales team won the coveted Golden Circle award, recognizing them as one of the top teams in the country. But when IBM began their move to a “services-led” strategy, Jean recognized that it was a whole new ballgame. Now, they had to learn to bill customers for things they had given away as “added value” when hardware margins were fat. They had to prepare and promote their resumes along with the quality hardware they had sold for years. Good references were not optional, but required right up front in the sales cycle. And, they had to close a billable entry offering in approximately three calls or less or they would find themselves giving away the services for free, and equipping the client to do it themselves. That is when Jean began to reflect on these and other differences between selling products and selling services. Unfortunately, IBM downsized 1,400 customer-facing employees in the greater Philadelphia area, including Jean, while they attempted to change their business direction. Recognizing the enormous waste of well-trained and loyal employees, Jean then began to formally research and write about this product-to-services shift, and became an independent performance consultant. She offered services to help other product companies avoid “throwing the baby out with the bathwater” as they moved into selling services. In 1989, when Xerox was looking for a sales trainer to help them learn to sell services that would eventually dovetail with Xerox Corporation hardware, Jean saw her opportunity to redeem the loss she witnessed at IBM. She saw tremendous value in the well-trained and loyal Xerox sales force and hoped to assist them in making the transition as Xerox moved to a services-led strategy.
Fast forward to 2006 to see where Xerox and Jean have come. Services is now one of Xerox’s three strategic growth planks and is currently responsible for 22% of their revenue. It is an even more important target for revenue growth in the future. Jean continues to focus on equipping Xerox people to effectively sell services. She and her teammates partnered with The Forum Corporation in development and delivery of the four-day training called the Principal Leadership Program. At Xerox, the principal is a technical expert in a service area and is often required to makes a sales support call regarding the details of a particular offering. The program equips principals with tools and skills for learning to make “The Un-Sales Call” required for effective selling of services (as opposed to selling products). The Un-Sales Call is a high-impact “consultation-type” call that signals a transition from the non-billable sales cycle to billable services delivery, and promotes initial contract signing. The skills taught help the principal to be viewed less as a salesperson and more as a “trusted advisor” to clients. Highlights of the program include an electronic toolkit and a web-based knowledge sharing portal. The program is a key component of Xerox’s transition to a services-led strategy.
To further enhance the value of the award and to ensure greater exposure of the program throughout the Society’s membership and the profession, ISPI has asked the 2006 Awards of Excellence recipients to contribute an article to PerformanceXpress highlighting their projects.
HPT Government Partnerships
In its effort to develop a
government community of practice in the field of performance improvement,
the Navy’s Human Performance Center (HPC) recently hosted its
second annual Performance Technology Conference in Virginia Beach,
Virginia. Representatives from the Department of Energy, the National
Security Administration, the Institute for Nuclear Power Operations,
the Royal Canadian Mounted Police, and members from the
Over the course of the two-day conference, participants explored the universal applications of Human Performance Technology (HPT), and how it can be most effectively utilized for military and government performance improvement. The HPC has actively supported the sharing of HPT implementation progress through its pursuit of partnerships with other military and government agencies. The goal of these alliances is aimed at sharing the intellectual capabilities of each organization, with a special emphasis on performance improvement endeavors.
For decades, military and government organizations have relied upon accountability systems to ensure workforce efficiency. Over the past 40 years, however, performance metrics have evolved considerably and have steadily revealed some common misconceptions regarding workplace performance. The most notable of those misconceptions caters to the belief that training is one of the most effective performance improvement tools available. HPT has shown that training is only one of many diverse solutions that address performance problems.
HPC commanding officer and ISPI Board member, Captain Matt Peters, has led this development of a collaborative government effort to develop partnerships. Captain Peters stated, “We are all in different stages of our performance improvement efforts. My goal is to determine how each of us can leverage our knowledge and experiences in an effort to help each other move forward. That is the power of establishing these critical partnerships; we are forging relationships from which we can all benefit.”
The next Government Performance Technology Partnership Conference will be during the Coast Guard’s Fifth Annual Human Performance Technology Workshop in Williamsburg, Virginia, that runs from September 6-8, 2006. For more information on the Coast Guard’s HPT conference, please visit http://learning.uscg.mil/hpt. For more information on the Government Performance Technology Partnership, contact Sherrall Fonner, the HPC’s strategic business director, at sherrall.fonner@navy.mil.
Steps to Becoming
a Performance-Based Training Organization
Many training organizations are working to move from an old activity-based, academic-style model to a performance model. The performance model offers numerous advantages, including the ability to measure business results and to better serve internal business partners. The challenge is in how exactly to transition from an activity model, where success is measured by the number of courses offered, to a performance model, where success is measured by financial and other key business measures. Simply put, how do you get from where you are to where you want to be?
Here are tactical steps recommended to clients who want to become performance-based:
Note: Reprinted with permission of CEP, The Center for Effective Performance. For more information, contact Paula Alsher at 770.458.4080 or palsher@cepworldwide.com.
The World Cup is Coming to Town
In much of the world, the World Cup represents the quadrennial event that has started and stopped wars and is the event that rivets the whole world’s attention. What kid in the back street of San Palo or Des Moines, Iowa, has not started dreaming of joining the World Cup? What performance practitioner has not dreamed of joining in the Annual Conference and being a part of the glamour and excitement of the greatest performance event on earth? Why wait four years? If you want to live your dream, you have to start getting ready.
First, plan to attend the 2007 International Performance Improvement Conference in San Francisco, April 28 through May 3, 2007. This conference will be in partnership with the International Federation of Training and Development Organizations (IFTDO) and will have a very international feeling. The theme is Performance Beyond Borders. There will be over 2,000 participants, keynotes, masters series, more than 200 educational sessions, workshops, roundtable discussions, the Community Space, and all the excitement of San Francisco.
Second, contribute to the proceedings. Plan to submit a proposal for a session–either 45 minutes or a full 90 minutes. It is easy: Download a copy of the call for proposals, pick a topic that you want to share, follow the directions, and submit your application by August 31, 2006. If you have a half-day, full-day, or multi-day workshop you want to present, follow the directions in the call for proposals. The deadline for a workshop is July 31, 2006.
Is a session or workshop more than you want to present? Consider presenting at the Cracker Barrel–a 20-minute presentation repeated three times. You will add to the body of performance knowledge, stimulate new thinking and ideas, and have a great time interacting with attendees.
Third, volunteer as an “Ambassador.” This is an entirely new role but one that will be key to the success of San Francisco. Ambassadors will be a part of our Community Space, a central meeting place at the conference. Speak a foreign language? Then, volunteer to chat with others about insights and ideas in that language. Have a favorite performance topic you would like to discuss? As an Ambassador, you can lead that discussion. Are you in a particular industry or focused on a particular area of the performance world? San Francisco is an exciting place with lots to see and do, you can lead a small informal tour and see it with new friends. Everybody eats, and so do you. Why not lead a small group to dinner. Ambassadors will help to make this the most networked and friendliest ISPI conference ever.
To be involved, you just have to be there, be willing to share what you know, and volunteer to be part of the main performance event in San Francisco (little physical coordination is needed). Check out our website at www.ispi.org/ac2007 to learn more. If you’d like to contribute and want to find out what kind of job you could do, send an e-mail to Luise.Heeren@pd-international.de.
2007 Honorary Award Nominations
The International Society for Performance Improvement (ISPI) has three special honorary awards that recognize outstanding individuals and organizations for their significant contributions to Human Performance Technology and to the Society itself. The awards are the Thomas F. Gilbert Distinguished Professional Achievement Award, the Distinguished Service Award, and the Honorary Life Member Award. As done in the past, the membership is asked to submit names of qualified individuals for consideration for the Thomas F. Gilbert Distinguished Professional Achievement Award and Distinguished Service Award. If you are interested in nominating an ISPI member, please email the following information to april@ispi.org:
This year’s recipients were Honorary Life Member: Judith Hale, Thomas F. Gilbert Distinguished Professional Achievement Award: Ruth C. Clark, and the Distinguished Service Award: Carol Haig. The deadline to receive nominations is August 18, 2006. For more detailed information on the guidelines used for selecting individuals to receive these awards, click here.
Reader Contest
How
Has ISPI Radically Enhanced Performance?
In keeping with this year’s Annual Conference theme, “Researching
the Radical,” Performance Improvement (PI) journal
invites readers to submit a special feature about how ISPI
membership, conference attendance, CPT certification, or PI journal
tips and tools have radically enhanced your individual or
organization’s performance and have inspired you to
think innovatively about the practice of HPT.
Guidelines
What’s In It for You?
The winning entry will receive a paid registration to
next year’s conference, along with points toward CPT
re-certification for being published.
The winner will also receive:
Results
Results will be announced in the October 2006 issue of PI and
the winning tool will be published in the November/December
2006 issue. All entries will be acknowledged in the journal.
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 keithp@ispi.org or 301.587.8570.
Conferences, Seminars, and Workshops
Add performance and pizzazz to your training. Whether it’s a 45-minute
presentation or a week-long workshop, Thiagi can make your training come alive
with interactive experiential activities. Nobody does instructional design
faster, cheaper, and better than Thiagi. Visit http://thiagi.com/game-design-services.html.
Have you subscribed to Darryl L. Sink & Associates, Inc’s Learning and Performance “TIPS” bimonthly e-newsletter at www.dsink.com? The Learning and Performance Conference returns on June 20-22, 2006, in Monterey, CA with The Thiagi Group. Mark it now on your new 2006 calendar!
Education and Career
Resources
Online and in-person MA & Graduate Certificate
Programs. Instructional Systems Development, Instructional
Technology, and e-Learning at the
ISPI Online CareerSite is your source for performance improvement employment. Search listings and manage your resume and job applications online.
Magazines, Newsletters, and Journals
The International Journal of Coaching
in Organizations (IJCO) is a professional journal, published quarterly
to provide reflection and critical analysis of coaching in organizations.
The journal offers research and experiential learning from experienced practitioners
representing various coaching schools and methodologies.
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 ($119 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!
ISPI Membership: Join or Renew 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.
Newsletter Submission Guidelines
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 e-mail address. All submissions should be sent to april@ispi.org. Each article will be reviewed by one of ISPI’s on-staff HPT experts, and the author will be contacted if it is accepted for publication. If you have any further questions, please contact april@ispi.org.
PerformanceXpress is an ISPI member benefit designed to build community, stimulate discussion, and keep you informed of the Society’s 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, ISPI’s Senior Director of Publications, at april@ispi.org.
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Phone: 1.301.587.8570
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