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The Massive Price of “Negotiaphobia”
by Don Hutson, CEO, US Learning
Does the prospect of negotiating make you tense? Do you find
yourself avoiding negotiations whenever you can? You may have
“negotiaphobia.” Research and experience combine to show there is a
good chance the “negotiaphobes” in America have left enough money
on the table to pay off our national debt! Why is it that today so
many people are reluctant to engage in negotiations? The symptoms
of this infliction are due to three things: a desire to avoid
confrontation; a lack of skill in the negotiation process; and a
victim-like willingness to simply live with the status quo.
Negotiaphobia is a disease that can be treated. This treatment
is simple, and it involves learning the various negotiation
strategies and the skills to deploy them. There is an E-A-S-Y
three-step process, which will get you on the road to being
prepared and mentally ready to engage and succeed in negotiating
for your desired outcomes in your professional and personal
lives.
The “E” in E-A-S-Y stands for engage; ask yourself “Is
this an encounter where a negotiation is possible?”
Many people miss these opportunities, as those they deal with
mask these opportunities by saying things like, “Of course there is
a $50 dollar set-up fee.”
Once there appears to be the opportunity to negotiate, the
second aspect of this step is to quickly review the four viable
negotiation strategies. They are avoidance (reactive and low
cooperation); accommodation (reactive and high cooperation);
competition (proactive and low cooperation); and collaboration,
sometimes-called win-win (proactive and high cooperation). Each of
these four strategies has its place in the various negotiations we
face.
Figure 1. Negotiation Matrix
The proactive strategies on the top of the matrix tend to help
us reap the greatest results, but we need to possess the capability
and adaptability to go to whichever quadrant serves us best in any
negotiation situation.
The second step, represented by the “A” in E-A-S-Y, prompts
negotiators to assess their natural tendencies to use each
of the four strategies, as well as the probable tendencies of the
party they are negotiating with to follow one of the paths.
Remember that the best predictor of future behavior is past
behavior, and that goes for you and the people you are negotiating
with. Most people are one-trick ponies as they use the same
approach every time.
For people we have not negotiated with before, one of the best
reads on negotiation tendencies is their behavioral style.
“Drivers” tend to come out in a competitive stance, but do not
overlook the possibility of winning others over to a collaborative
approach. “Amiable” style people will predictably be accommodators,
or, on occasion, avoiders, as they attempt to ascertain how
everybody in the loop feels about the issues on the table. The
“expressive” styles prefer collaboration; and the “analyticals”
tend to initially avoid, seemingly in response to their need to
study the facts and data before full engagement.
Strategize is the third step in the E-A-S-Y treatment
process. Based on the significance of the situation, one’s own
tendencies, and the expected strategy to be deployed by the other
side or sides, a person carefully selects his or her opening and
fallback strategies. The fallback strategy is a lot like having an
umbrella with you. If you have it with you it seems it rarely
rains, but it you leave it in your car you will often get drenched.
On the issue of significance, people should not just look at this
one encounter, but look for long-term potential. Some negotiations,
like buying a car, are usually one-offs that push you to
competition. There are other instances where a small opportunity
today, if handled collaboratively, could lead to a much larger and
recurring relationship in the future. The important thing is to
become a skilled strategist, using the approaches, which well net
you the best result.
Engage, assess, and strategize combine to form the “Y” in the
E-A-S-Y acronym—your one-minute drill. This is where you regularly
and automatically cycle through the first three steps as you face
any negotiation. This one-minute action should become a reflexive
and very powerful tool to make you a more effective negotiator. We
all know that negotiations customarily take longer than a minute.
Some take hours, months, years, or even decades. The E-A-S-Y
process, however, will be your guide to get your head in the game
for each negotiation encounter. Most negotiations are won or lost
before the first words of communication between parties even take
place.
Don Hutson is the #1 Wall Street Journal and New
York Times best-selling co-author of The One Minute
Negotiator: Simple Steps to Reach Better Agreements; a Hall of
Fame speaker; and CEO of U. S. Learning based in Memphis, TN. He is
past president of the National Speakers Association and a veteran
of 6,000 presentations worldwide. Don may be reached at www.DonHutson.com or
901.767.0000.
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This treatment is simple, and it involves
learning the various negotiation strategies and the skills to
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TrendSpotters
Behavioral Systems Analysis
Questionnaire
by Carol Haig, CPT, and Roger Addison, CPT, EdD
Last month, TrendSpotters focused on human factors as a
compelling component of performance improvement. This month we are
pleased to continue our adventures afield with our guests, Lori
Diener, PhD, ldiener@performanceblueprints.com, and Heather McGee, PhD, heather.mcgee@wmich.edu.
Lori is a performance consultant at Performance Blueprints, Inc.,
where her current focus is serving small businesses, particularly
human services organizations and nonprofits. Heather is assistant
professor of psychology at Western Michigan University, where she
teaches undergraduates through PhDs. She is also the new executive
director of the Organizational Behavior Management Network, www.obmnetwork.com, an
organization dedicated to growing the field of organizational
behavior management. Lori and Heather frequently collaborate on
client engagements and publications and are business partners in
Performance Blueprints, Inc. They
graciously contribute one component of their comprehensive Behavioral Systems Analysis Questionnaire (BSAQ) to the TrendSpotters Open Toolkit (TOT).
Genesis of the BSAQ
The BSAQ is a framework for guided diagnostic system thinking.
It evolved through Lori’s and Heather’s experiences as they
integrated into their consulting and teaching the concepts and
tools developed by their mentors: Dale Brethower, Maria Malott,
Geary Rummler, Alyce Dickinson, and Richard Malott. Originally
developed for their own use, Lori and Heather built the BSAQ to be
the tool they had always wished for. It evolved into a tool for
teaching others how to do a behavioral systems analysis, using a
focused, logical process. It is a living process with suggested
modifications and enhancements regularly offered by students,
clients, and mentees, making it accessible to people of differing
backgrounds and skills.
Description of the Tool
The BSAQ comprises question sets to help analyze four
organizational levels: (1) organization/workplace, (2) function,
(3) process/work, (4) performer/individual, group or technology.
Each level’s question set addresses the critical components of the
total performance system (TPS) for that level. The BSAQ also
includes six performance truths that apply to performance
improvement in any organization and must be understood and
addressed to produce sustainable results. These truths are based on
the science and craft of behavioral systems analysis (BSA):
- Truth 1: Organizations are systems composed of multiple
variables, people, and millions of behaviors.
- Truth 2: Organizations must respond to both internal and
external changes to survive and achieve their missions.
- Truth 3: Desired results can only be achieved through a
well-planned and managed workflow that is responsive to internal
and external variables.
- Truth 4: All levels of managers must continuously ensure that
the job results of those they manage contribute to process results
and business results.
- Truth 5: Cross-functional managers must plan and manage job
results in the context of process results.
- Truth 6: Aligning consists of balancing (planning and managing)
human (individual or group) performance and technology
performance.
The diagram below illustrates the BSA process and highlights (in bolded italics) where the various analysis and
planning tools fit in. These tools are all provided in the complete
BSA Workbook (visit www.performanceblueprints.com for more information). Find Performer Level Tools in the TOT.
Figure 1. Performer Level
BSAQ
How to Use the BSAQ
The BSAQ is systematic and sequential in design. Like many
performance improvement models and tools, the process is linear on
paper but more irregular in actual use.
Readers new to performance improvement will find the BSAQ an
ideal guide for painting a clear picture of the client
organization. Using the guiding questions from the TPS tool
mentioned above, you will create an accurate context for your work.
More advanced practitioners will benefit from the BSAQ because it
will ensure that you have gathered enough information to make
informed assessments and decisions.
All users will find that the BSAQ will facilitate the
construction of comprehensive performance management systems
because it helps identify and establish accountability for all
involved performers, including supervisors and managers at all
levels.
Success Story
Lori and Heather worked with a human services organization where
their client was responsible for improving performance. The client
knew the wisdom and value of taking a systems approach to
performance improvement. By using the BSAQ to analyze performance
at the organization/workplace and process and performer levels this
client was able to demonstrate that value to her senior management.
Consequently, Lori and Heather were able to train cross-functional
performance improvement teams in the use of BSA. The result was a
valuable process made sustainable in the organization.
Advice to Users
Many of our readers work, at least initially, at the
performer/individual level. The BSAQ is flexible so users can begin
there, or at any level. It is critical, however, to investigate the
other levels for every analysis to ensure you include all the
interwoven functions in the system for maximum sustainability of
the solutions implemented. The built-in systems approach is key
because without it you are likely to overlook systems issues that
are critical for long-term success.
Team up with stakeholders to use the BSAQ. It creates a set of
shared tools and language so everyone can see the work the same
way. Because you will produce visual maps of your client
organization using the BSAQ, you will create a shared view of how
work is done and what the workplace reality looks like. Shared
views lead to shared efforts to ensure sustained improvements.
Steps 1, 2, 4, 6, 7, and 9 in the BSAQ process diagram call for
the performance improvement specialist to make maps of connections
and relationships within the organization. Such maps are invaluable
communication aids for identifying the location of problems and
opportunities to improve performance. With a common “picture” to
discuss, problem-solving and decision-making meetings gain
efficiency and focus. Find sample maps here (under Examples).
Links to the Performance Technology Landscape
The BSAQ supports these principles of performance
technology:
| R |
Focus on Results—this is a results-driven tool |
| S |
Take a System view—it provides questions for each
organizational level in context |
| V |
Add Value—it paints a picture of the whole system for
all stakeholders and creates context |
| P |
Establish Partnerships—it enables representatives of all
organizational functions to work together successfully using a
common tool |
Application Exercise
A good introduction to the BSAQ is through the TPS tool at the
performer level. Go to the TOT for instructions and tools for doing a TPS of the performer system
at your client organization.
Direction for Performance Improvement
Lori and Heather see a continuing increase in clients’ interest
in systems issues. From Fortune 300 companies to small
nonprofits, there is a growing respect for the holistic analysis
and guidance provided by a systems approach to performance
improvement. Many more organizations of all kinds have experience
with Six Sigma and LEAN, so they have an enhanced understanding of,
and respect for, the power of process.
The BSA process changes the typical cross-functional blame game
from one of finger pointing at individuals to considering that
there is a problem or opportunity with “the system.” As Lori and
Heather tell us, everyone in the room can “see the same picture
through a different lens.”
Find all the models and tools featured in TrendSpotters at www.ispi.org/archives/perfXpress.htm#trendToolkit.
You may reach Carol Haig at carolhaig@earthlink.net or at http://home.mindspring.com/~carolhaig; Roger Addison may be reached at rogeraddison@earthlink.net. Roger blogs at http://rachekup.blogspot.com.
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Adjust New Hire Training to Improve Retention and
Customer Satisfaction
by Wanda Ritter, Doylestown
Hospital
I was hired to develop a training program for the financial
services department of a health care facility. The new position I
assumed was developed because the department had a 20% turnover in
the key customer entrance point. The shortage of staff and lack of
skills of new employees caused backups in testing departments,
inaccurate information, angry customers, and delayed services.
Exit interviews indicated that employees were not comfortable
with the job. There was a great deal of information to learn in a
short period of time and they were “put on the line” before they
were comfortable. They felt some information was “impossible” to
learn and customers were impatient with employees in training who
needed to leave their desk to ask questions of seasoned staff.
Stress from trying to learn this job caused many employees to leave
within six months. I interviewed newly hired staff as well as staff
who were in their position for over one year. I used appreciative
inquiry, exit interviews, general interviews, and observations to
determine the key issues and find what changes would have the
biggest impact.
The training program consisted of the new hire sitting behind a
trained employee and watching that employee do the work that the
new hire would soon be doing. There were at least six screens of
information to collect and enter with numerous pop-up screens on
each of the main screens. Some of the information was very complex;
for instance, insurance requirements and medical test orders. The
information entered was often codes and not necessarily intuitive
to the staff. Individuals had numerous scraps of paper taped to
their computer and in books as references. The lack of formalized
reference material made learning difficult and the speed with which
seasoned employees completed the registrations made it impossible
for the new hires to really understand the big picture and what
information was actually being collected. It was clear that several
efforts would make a big difference.
New hires needed a more relaxed environment to learn the big
picture and understand how the pieces of electronic information
connected to the whole. They also needed standardized reference
information organized in a manner that was easy to find.
We instituted a training program that took new hires off the
front line to spend time (two to three days) learning the computer
screens away from customers. We also developed a training manual
that explained the information to be collected and the screens for
the information. An insurance manual with pictures of insurance
cards and the requirements for the cards gave visual cues. Much of
the insurance information was also available online so that it
could be looked up on the computer, and “cheat sheets” were made
for ordering tests.
A train-the-trainer program identified the most competent staff
to act as trainers and mentors for new hires. All staff had to
attend a training program that set clearly defined expectations and
explained new resources.
Perhaps for the first time, everyone was doing the same work.
The work was accurate and customers moved through the lines more
quickly. Lines of communication were opened between departments,
which led to proactive adjustments as needed. Within a nine-month
period, the turnover rate dropped significantly from 20% to 6%.
Being more mindful of training tools, training environment, and the
skill of the trainer made a very positive impact.
Wanda Ritter, CPT, has worked in for profit and
not-for-profit organizations developing training and educational
opportunities that focus on performance and process improvement.
She has held the position of education manager at a community
hospital in Pennsylvania for the last 11 years. Wanda may be
reached at writer@dh.org.
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Unless CEOs take on the role of describing the new big picture, all leadership mentoring and succession plans will miss the mark and company futures may be jeopardized. |
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12 Great Reasons to Get Your SkillCast Season Pass
Today!
SkillCast webinars are designed to enhance your knowledge
and skills in the field of performance improvement. Each 60-minute
educational SkillCast has been carefully crafted to offer the most
practical and relevant information to support your professional
goals and objectives. From the leading industry experts presenting
the material to the content and the session titles, ISPI’s mission
is to ensure you and your organization get the most value for your
investment. Register for a SkillCast today and you will see results
tomorrow and beyond.
2010-11 SkillCast Schedule*
Wednesday, October 20, 2010
Quality Tools & Human Performance Technology
Tom Berstene, MA, Founder & President, Workforce Planning
Associations
This session is for you if you want a better understanding of
the available quality tools, their purpose and proposed use, and
the types of decisions each is designed to support.
Wednesday, November 17, 2010
Social Media at Work: How Networking Tools Propel Organizational
Performance
Mary Ellen Kassotakis, CPT, EdD, MBA, Director—Leadership
Development Center of Expertise, Oracle America, Inc.
This session is for you if you are confused over the abundance
of information about social media or are unclear as to its
appropriate use in the business setting.
Wednesday, December 15, 2010
HPT’s Role in Business Continuity—What it Means, Why It Is
Important, and the Role of HPT in the Process
Dean Larson, CPT, PhD, Principal, Larson Performance
Consulting
This session is for you if your organization is considering, or
has, business continuity and emergency management plans.
Wednesday, January 19, 2011
How to Address the Cultural Aspects of HPT Interventions
Eileen Maeso, CPT, United States Coast Guard, & Andrea
Edmundson, PhD, CEO and Global Learning Strategist,
eWorldLearning
This session is for you if you are developing programs that will
affect multiple populations or find that cultural issues are
preventing the adoption of recommended behaviors.
Wednesday, February 16, 2011
How High Performers Learn—Implications for HPT
Daniel R. Bielenberg, Director of Capability Development
Strategy, Accenture, & Dana Alan Koch, Learning Strategist,
Accenture
This session is for you if you have high performers and you want
to optimize how they learn so to accelerate the development of
others.
Wednesday, March 16, 2011
How to Use HPT to Navigate the Gray Space for
Positive Change
Deb Page, President, Willing Learner
This session is for you if you are frustrated over the lost
opportunities to connect and engage vested parties so the
organization as a whole is more effective.
Wednesday, April 20, 2011
Strategies for Developing a Contemporary Training
Curriculum
Dawn Snyder, CPT, PhD, Chair, Master’s of Science in
Instructional Design and Performance Technology, Franklin
University
This session is for you if you struggle with questions about how
to link your programs to organizational needs or how to structure
developmental events so they produce the desired impact.
Wednesday, May 18, 2011
How Documentation Infrastructures Contribute to
Performance Improvement
Edith E. Bell, CPT, PhD, Principal Consultant for Bell Design
Technologies, Inc.
This session is for you if you are looking for ways to
streamline your procedures for producing documentation that
supports performance on the job.
Wednesday, June 15, 2011
How to Get & Use Customer Knowledge to Support
Innovation
Lance J. Welter, Chair, Certification Networking Group of
Chicago, & Tricia Sutton, MSc, MBA, PMP, NPDP, President,
Sutton Enterprise Inc.
This session is for you whether you are an internal or an
external consultant if you want a deeper understanding of your
clients’ needs so you can provide better service and more
innovative solutions, or identify new revenue streams.
Wednesday, July 20, 2011
Building & Sustaining Relationships
Mike Monar, President, Monar Consulting
This session is for you if your success depends on your ability
to engage and sustain your relationship with numerous
stakeholders.
Wednesday, August 17, 2011
Designing Effective Multi-Generational Learning
Experiences
Donald Shandler, PhD, President, Shandler Associates &
Adjunct Faculty, University of Maryland—Baltimore County
This session is for you if you are responsible for learning and
performance of a cross-generational workforce.
Wednesday, September 21, 2011
How to Get Reliable Data from Groups
Maurie Coleman, CPT, PhD, Director of Certification and
Accreditation, ISPI
This session is for you if you solicit input from groups and you
want to increase the odds the ideas generated are universally
accepted and the groups considered the broader implications.
Individual Skillcast Webinars: ISPI Member–$79,
Non-Member–$109
Season Pass (12 SkillCast Webinars): ISPI
Members–$649, Non-Members–$899
Corporate Seats: $239
For more information, call ISPI at 301.587.8570 or visit www.ispi.org to order.
*Schedule subject to change.
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ISPI’s Award Deadlines Nearing
2011 Honorary Awards
Each year, ISPI presents 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 requested
each year, the membership submits 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 e-mail the
following information to april@ispi.org:
- Name of award
- Name, telephone number, and e-mail of nominee
- Name and telephone number of nominator
- Brief supporting information for the nominee
This year’s recipients were Honorary Life Member: Guy W.
Wallace, CPT; Thomas F. Gilbert Distinguished Professional
Achievement Award: Roger M. Addison, CPT, EdD; and the
Distinguished Service Award: Mark A. Laurin, MA.
The deadline to receive nominations is October 8, 2010.
For more detailed information on the guidelines used for selecting
individuals to receive these awards, click here.
ISPI’s Awards of Excellence
This program is designed to
showcase the people, products, innovations, and organizations that
represent excellence in the field of instructional and human
performance technology. The deadline to submit your entry is
October 8, 2010. This year we are offering awards in four
distinct categories:
- Outstanding Human Performance Intervention: recognizes
outstanding results derived from the successful application of
human performance technology to human performance problems, needs,
or opportunities.
- Outstanding Human Performance Communication: recognizes
an outstanding article, book, curriculum, course, or workshop that
enables individuals or organizations to achieve excellence in human
performance technology.
- Outstanding Research/Student Research: recognizes
outstanding research in the field of human performance technology
or a related field such as adult education, human technology,
behavioral psychology, or vocational education.
- Chapter of Merit: celebrates the accomplishments of local
ISPI Chapters that have been chartered for one year preceding the
awards nomination deadline.
Submission packets for each category may be found by clicking here. If you have any questions
about the Awards of Excellence program or the submission process,
contact ISPI at awards@ispi.org or call at 301.587.8570.
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| The deadline for nominations and
Awards of Excellence submissions is October 8, 2010. |
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From the Board
Featured ISPI Advocate: Lowe’s
by Carol Lynn Judge, CPT, ISPI Director
The ISPI Advocates represent international, national, and
regional organizations that are committed to improving performance
and support ISPI at the highest level. Current Advocates include
Administaff, Amerigroup Corporation, Amgen, Carlson Marketing,
Defense Intelligence Agency, Lowe’s, Maritz Inc., and Microsoft
Corporation. Throughout the year each Advocate will be featured in
short articles that will detail the current work of their
organizations, their performance support to internal or external
clients, and their work to advocate performance technology and/or
ISPI. This month Lowe’s will be featured. Lowe’s has been an ISPI
Advocate for over three years. For more information about becoming
an Advocate or attending a future meeting, please contact
info@ispi.org.
Fast facts about Lowe’s:
- Founded in 1946 in North Carolina
- Ranks #42 on Fortune 500
- $48.2 billion in sales
- Approximately 235,000+ employees
- 14 million shoppers weekly
- 1,721+ stores in the United States, Canada, and
Mexico
- Over 185 million square feet of retail selling
space
- 40,000 products stocked in store
- More than 500,000 products available by special
order
Workforce Readiness
Much of Lowe’s performance work is accomplished in the area of
“Workforce Readiness,” which promotes learning and organizational
effectiveness. The mission of the Workforce Readiness COE at Lowe’s
is to support their business goals by designing and offering
integrated performance improvement solutions that equip the
workforce to deliver customer-valued solutions. Workforce Readiness
has four foundational principles:
- Drive business results via a comprehensive approach that
includes people, processes and tools.
- Development solutions that are tailored for position, tenure,
industry experience, and selling season.
- Structured learning plans that guide development over
time.
- A blended approach, which includes product knowledge and
selling skills, that drives total project sales and optimizes the
customer experience.
Business Support Process
A primary goal of Lowe’s business support process is for each
Lowe’s associate to achieve peak performance. The business support
process starts with a cross-functional group of business leaders
who identify business goals and the employee behaviors that will
help Lowe’s meet those goals. Lowe’s relies on experts in the job
and key field leadership to provide advice and guidance. Detailed
analysis of the business, the workplace, the work, and the worker
determines current performance gaps. Solutions to bridge those
gaps, which include changes in processes, tools, and curricula, are
planned in a business support plan (BSP). Then they are developed,
implemented, and measured to enhance business result. Numerous
business support process activities are currently under way for
various Lowe’s departments.
Guided Development
Lowe’s business support process provides key information to
shape structured learning plans that deliver learning activities in
a logical order and at optimal times. Due to this process, Lowe’s
has moved away from the “just in case” approach where everyone was
expected to complete the same set of training activities (whether
employees need them or not) and moved toward a new “just in time”
development approach with customized learning plans that are
tailored to an employee’s individual training needs. To enable this
more efficient and effective approach to learning, Lowe’s plans to
replace their famed Lowe’s Learning Center with a new learning
management system that increases their capabilities around
structuring learning activities and helps to determine which
activities will be most beneficial to specific employees.
For more information about Lowe’s, please contact ISPI Advocate
Greg Nell. He may be reached at Gregory.D.Nell@Lowes.com.
ISPI would like to thank Greg Nell for his contributions to this
second article featuring our Advocate organizations and for sharing
some of the accomplishments, challenges, and lessons learned at
Lowe’s.
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Help Change
Annoying Workplace Habits
By Dr. Rhonda Savage, CEO, Miles and Associates
If you are like most bosses, you have employee-driven pet peeves
and frustrations you deal with on a daily basis. Whether it is bad
manners or using company time for personal phone calls, if you have
ever managed a team you have probably had to deal with these
behaviors at some point. The problem is, while most of these pet
peeves start off as small frustrations, they can turn into bigger
problems for you and the business in the long run. The question is,
as a manager, what can you do to change these behaviors so they do
not affect the business negatively?
They complain about not being appreciated or
recognized enough.
Dial up the praise and appreciation in your office by personally
making a daily effort to recognize the good efforts of your team
members. Praise and appreciation, done well, is genuine, specific,
and timely. The more you dial up the praise and appreciation, the
more productive and engaged employees will be! Start your team
meetings with each attendee bragging about how he or she helped a
client or resolved a difficult situation and then have everyone
cheer that person on. Change the environment of your team meeting
by starting with the positive rather than a focus on the
negative.
They do not follow-through when I ask them to do
something.
Asking an employee to do something over and over will lead to
frustration. You need to be careful to not micromanage, but if
employees are not doing what they need to do, bring it to their
attention. Make certain they know what they need to do and ask them
to write it down. Suggest they carry a small pad of paper with them
and anytime you ask them to do something to write it down. Set a
deadline for them to report back to you and then you will not have
to wonder whether or not the task was accomplished. Employees need
detailed, specific instruction, coaching, feedback, and
appreciation or correction. If someone does not do what he or she
needs to do despite your efforts, the next step is to sit down with
the employee one-on-one and resolve the issue.
They have bad manners.
In an office environment, especially in offices where clients
visit, messy or rude habits are unacceptable. Chewing gum and
eating in common areas is unprofessional. Be sure you have chewing
gum and any other personnel policies in your office policy manual.
By having private, employee-only areas in the office and having a
system in place for lunch breaks, you should be able to avoid these
issues. Be clear about your expectations with your employees and
hold them accountable, fairly and consistently, for their
actions.
Additionally, if a current or potential client visits an office
that looks messy or disorganized, it can reflect badly on the
business. If employees’ work areas are not kept clean and
organized, they can lose important paperwork and become distracted
by the mess. Explain to your team the benefits to keeping the
office clean and offer advice on how they can manage their own work
spaces.
They do not update me regularly with information on
their clients.
As a manager, you do not always have the opportunity to keep up
with current and potential clients on a daily basis. This is where
the importance of your employees’ ability to build relationships
and listen to the customer comes into play. As your staff is
building these relationships, train them from the beginning to
communicate this information to you. Have policies in place where
employees update you daily or weekly on the status of each client
or potential client. You can even do this at your weekly staff
meetings.
They do not listen to the client.
Listening skills are your employees’ number one “sales” tool. As
employees, their job is to understand the customers’ needs and
concerns. Listening to the customer and understanding these things
will help you offer better service to the customer. This connects
the customer to the business and makes the customer feel “heard.”
As your employees are building these relationships, they should be
relaying the information to you as the manager. By communicating
any problems or concerns the customers have to you, your employees
can prevent small concerns from becoming big problems.
They do not feel comfortable talking to a potential
client about our services
Every employee should be able to confidently talk to prospective
clients about the products or services you offer. Train your team
to speak for you. They need to feel confident that they are saying
what you would want them to say, especially in a difficult
situation. Scripting is a valuable training tool. Write down the
common concerns and questions of your clients and train your
employees on how to respond.
They use their cell phones and the Internet for
personal reasons on company time.
Cell phone use, texting, and personal Internet use are a form of
time embezzlement. Not only are these habits detrimental to the
business and the customer, but resentment will build among your
team members that are not doing these things. When resentment
builds, morale drops. When morale goes down, production goes
down.
It is up to the owner or manager to limit use of these items and
all team members need to be held accountable to the same standards.
Many offices “password control” the use of computers to identify
misuse. In addition, your IT person can limit access. Some offices
have installed security cameras as well to monitor behavior.
They cry when stressful scenarios and conflict arise.
At times, tears may be from frustration, anger, or fear,
especially with the younger members on your staff. Whether they are
crying as a result of stress or a bad review, as a manager, you
need to reason with this person and change the path, by calmly
suggesting other ways to respond. Sit down and discuss why your
employee feels the way he or she feels and how you might help
resolve the issue or give tools to cope. Employers or managers that
act out in anger will have more turnover and job dissatisfaction.
Belittling or criticizing the employee, especially in front of
another person, will only make the problem worse. The problem with
a person who cries is others will avoid approaching that person
because of fear of his or her response. As the leader, it is your
job to facilitate the necessary change.
By following these guidelines, you can prevent what start as pet
peeves from turning into big problems between you and your staff.
Your staff will respect you for working with them to change these
habits, rather than complaining about them to other employees.
Helping employees understand their role in making the business
successful gets them involved and dedicated to doing their part.
You will be happier, your staff will be engaged, and the business
will be successful!
Dr. Rhonda Savage is an internationally acclaimed speaker and
CEO for a well-known practice management and consulting business.
She is a noted motivational speaker on leadership, women’s
issues, and communication. Rhonda may be reached at Rhonda@MilesandAssociates.net.
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Helping employees understand their role in making the business
successful gets them involved and dedicated to doing their part. |
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ISPI Announces New Corporate Members
ISPI corporate members support the society at a higher
level. They help the Society achieve its mission to develop and
recognize the proficiency of our members and advocate the use of
human performance technology. Moreover, this high level of support
fosters our continuing mission to be the preferred source of
information, education, and advocacy for enhancing individual and
organizational efficacy. Membership details available upon request.
Deloitte
 In the United States, Deloitte has 45,000 professionals with a
single focus: serving their clients and helping them solve their
toughest problems. They work in four key business areas—audit,
financial advisory, tax, and consulting—but the real strength
comes from combining the talents of those groups to address
clients’ needs. Fortune and BusinessWeek consistently
rank the firm among the best places to work, which is good news for
their talent and clients alike. When the best people tackle the
most compelling challenges, everyone wins. For additional
information about our newest organizational member, please visit www.deloitte.com
McDonald’s
 McDonald’s is the leading global food service retailer with more
than 32,000 local restaurants serving more than 60 million
people in 117 countries each day. More than 75% of McDonald’s
restaurants worldwide are owned and operated by independent local
men and women. For additional information about our newest
organizational member, please visit www.mcdonalds.com.
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Chapter Corner
Great Resources for Chapters
If you are thinking of forming a chapter or want some
inspiration for your existing chapter, you will want to check out
the Chapter
Resources on the ISPI.org website! You find files that can help
you:
- Create a CPT chapter event.
- Design a high-quality chapter website.
- Develop your new chapter’s governance.
- Leverage ISPI’s technology services to promote your events.
Also on the site, you’ll find the Charlotte Start-up Story. Dick
Handshaw and Guy Wallace documented how the Charlotte Chapter grew
to more than 180 members at the end of their first year. Learn how
they set up their governance, finances, programs, publications,
website, and more.
While the Chapter Resource page is categorized to help organize
the content, this is just the beginning. As we add resources, we
will find ways to better present the content so that you can easily
find what you need.
Has your chapter developed successful templates, strategies, or
programs? Submit them to chapters@ispi.org along with a few sentences for the webpage. We
look forward to hearing from you!
Chapter Events
Boston, Massachusetts—October 5,
2010
10 Steps to a High Performance Team
Christopher
DeVany, Pinnacle Performance Improvement Worldwide
Potomac, Maryland, DC,
Virginia—October 12, 2010
Performance Architecture at the 3 Levels
Roger
Addison, CPT, EdD
Orange County,
California—October 12, 2010
Using the Thomas-Kilmann Conflict Mode Instrument with the MBTI for Managing Complex Problems
Ralph
Kilmann, PhD
Kansas City, Missouri—October
21, 2010
Modeling Mastery Performance Workshop
Guy Wallace,
CPT
Boston, Massachusetts—October
21, 2010
Informal Learning: Are We Missing a HUGE Opportunity
Bob Mosher, LearningGuide Solutions
Chicago, Illinois—October 21, 2010
Crackerbarrel 3 x 12:
Three sessions, twelve
presenters, plus dinner
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Tales From the Field
Understanding a Successful System from the
Inside-Out
by Barb Spice
Tales from the Field, a monthly column, consists of reports of evidence-based performance improvement practice and advice, presented by graduate students, alumni, and faculty of Boise State University’s Instructional and Performance Technology department.
Introduction and Field Setting
This report describes a project conducted in Professor Don
Winiecki’s “ethnographic research in organizations” class, which
sought to study and understand, from the point of view of its
members (the emic perspective), how an organization has
succeeded in connecting diverse members of an Amish and “English”
community. The setting was Vic’s Hardware, a fifth-generation
establishment in a rural Midwestern town in Amish country. The
research question was: “How does the culture of a store’s staff
facilitate sustainable links with diverse groups in its
community?”
Isolating Patterns
An initial conceptual formative model of potential factors
comprising staff culture was constructed through a review of
related literature, and subsequently used to plan data gathering.
This formative model was intentionally broad and was actively
refined through the project to gradually create a model that mapped
the dynamics linking the organization and community (Schensul &
LeCompte, 1999).
Data from interviews, observations, and archived documents were
analyzed inductively to identify patterns or networks of influences
that created and sustained organizational and community links.
Triangulation of data showed systemic links to the community
throughout the organization.
Dynamics of a System
Analysis identified patterns made up of three factors in staff
culture that facilitate connections within the community: values,
management influences, and staff interaction. A definition of each
factor and sub-factors follows:
- Values—internal guiding principles for decision making when
interacting with the community
- Service—orientation to the “other” in interactions
- Relationships—maintaining links between community members and
the store
- Trust—following through on what is promised, regardless of
short-term costs
- History—building a personal and organizational legacy
maintaining the above
- Management Influences—organization of the physical and social
environment that influences the direction and success of the
business
- Work structure—providing social and physical environment and
supports allowing individuals to customize actions in response to
immediate conditions
- Rules and policies—avoiding overspecification of processes in
favor of flexible orientations to immediate conditions and stable
values
- Staffing—hiring people who have earned the trust of others in
the community
- Staff Interaction—influence on one another in the presence of
other staff members
- Context—act in ways that attend to immediate conditions and
satisfy values of the organization and its environment
- Tenure—staff members’ experience with each other permits
functioning in support of each other, the store, and values of
community members
- Style—familiarity with the community and each other supports
distinct communication styles that serve to maintain values of the
store and community
The systemic interrelationships between factors in staff culture
and the community are diagrammed in Figure 1.
Figure 1. Systemic interrelationships of staff
culture and factors with the community
The three factors in staff culture are experienced by the
community through the primary factor of values. How those
values are expressed and demonstrated by the staff is thought to be
the primary means of facilitating connections within the community.
These connections are made and maintained by more than simply
performing with efficiency or speed or compliance against some
externally defined rule system. Members of Vic’s Hardware succeed
by acting in ways that fit into and maintain the local culture, its
social systems, and personal desires and requirements of its
clientele. It’s not simply what they do but how they do
it that matters.
Values have been embedded into the cultural fabric of the store
and are experienced as a reinforcing loop between the staff and the
community. Connections with the community link with management
influences and staff interaction, which serve as inputs to the
three factors of staff culture, thereby strengthening and
reinforcing the system.
Values are maintained and adapted by continually adjusting to
changes such as technology, economic influences, and competition
from large retailers. Adapting to change has been influenced by
management in a seemingly “light” but robust manner through simple
processes and policies, and by careful attention to staffing. The
staff interacts by using mechanisms to obtain information and
provide services that reflect established values.
Discipline-Grounded Advice
Ethnographic methods allow for identification and description of
factors that constitute success from an internal or emic perspective rather than studying them simply from an external or etic perspective (Winiecki, 2007). Use of ethnographic
methods in the practice of performance improvement can provide
unique perspectives from a top-down approach based on rationalized
or external rules. For practitioners of human performance
technology (HPT), ethnography can seem unstructured and
unorganized; however, when the practice of HPT incorporates an
ethnographic approach, the findings can provide a deeper and more
granular understanding of functioning of a system within its unique
contexts.
References
Schensul, J. & LeCompte, M. (Eds.). (1999). The
ethnographer’s toolkit. Walnut Creek, CA: AltaMira
Press.
Winiecki, D. (2007). The “others” values: On the importance of
ethnographic ways of looking, seeing, knowing, and acting for
performance technologists. Performance Improvement, 46(9), 32-37.
Barb Spice will complete her Master’s degree in Instructional
& Performance Technology from Boise State University in 2011.
She is currently working as principal consultant for HRchitecture,
LLC, located in northern Indiana. Barb may be reached at bspice@hrchitecture.com.
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CPT News from Around the World
Welcome New CPTs
- Catherine F. Rodrigue, Standard Insurance Company
- Timothy R. Brock, PhD, Manager, Science
of Learning & Performance, Lockheed Martin Simulation
A CPT You Should Know
 Meet Adolf Theron, CPT. Adolf lives and works in South Africa and
he was recently invited to join the International Board of
Standards for Training, Performance, and Instruction (ibstpi). This
is the group that has developed international standards for
trainers, instructional designers, and training managers. Adolf was
invited to join the ibstpi board because of his contributions to
the effort in South Africa of setting standards similar to a
National Qualifications Framework. He recently responded to an RFP
from the United Nations about “Reviewing the United Nations
Competency Framework.”
Adolf is also a member of the board of ISPI EMEA, which offered
its eighth Annual Conference in Gothenburg, Sweden, on September 30
- October 2, 2010. His topic “Maturity Mapping; Are your ready for
high performance? - lessons from Nelson Mandela, Shaka Zulu, Attila
the Hun as well as 2010 Systemic Performance Improvement triggered
by ERP Technology Implementations!” reflects his ability of making
complex subjects enticing and practical. I had the opportunity to
hear Adolf speak at the 2009 ISPI EMEA Conference in Ireland and I
left with insights I could share with my clients.
Adolf is a Domain Expert: Human Performance Improvement & Talent Management at the
EPI-USE Group and Magnisol Group of Companies and Associates. He
has more than 15 years’ experience in job, task, and competency
frameworks; profiling; and solution design for business-, human-
and system-performance improvement. For the past three years he has
applied and extended this expertise to the SAP human capital and
talent management implementations.
He led the design of data models with frameworks/catalogues that
included functional areas, job families, jobs and positions,
competency, course, technical, role and product domains. These
projects also focused on feasibility studies, maturity models,
integrated roadmaps, and business case preparation to manage the
risks during system and process implementations. He has facilitated
project teams representing business and specialists from more than
five nationalities and languages across Europe and the United
States and with applications in EMEA, the Americas, and the East.
This includes multinational global corporations of more than
110,000 employees with global employees, shared services, and so
forth.
To learn more about what Adolf is doing, you may contact him at adolf.theron@epiuse.com.
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ISPI SkillCast Webinar
Quality Tools & HPT
Wednesday, October 20, 2010; 1:00 pm EDT
(USA) | Register Online
Tom Berstene, MA, Founder & President, Workforce Planning
Associates
This session introduces (1) the seven basic tools of quality
introduced by Kaoru Ishikawa, (2) the seven management tools of
quality added by the Japanese scientists and engineers (JUSE), and
(3) several advanced tools used in quality, and discusses the
implications for human performance technology (HPT) practitioners.
The seven basic tools were designed to help people new to quality
apply many of the principles of quality in their work. These tools
are designed to help improve the products and services of any
organization. The seven management tools were added to help promote
innovation, communication, and planning. Together with the seven
basic tools, they help develop the basic set of tools needed in an
HPT professional’s toolkit. In addition to a brief discussion on
the basic and management tools, several advanced tools will be
introduced.
Objectives
At the end of this Skillcast, participants will be able to:
- Identify the two major groups of tools used in quality.
- List at least four of the tools in each major group.
- Identify two advanced tools.
- Describe how the tools of quality can be applied to HPT.
Benefits
Many of us have heard about and even used some of the quality
tools, but not all of us fully understand the logic behind their
design. This session will give you a deeper understanding of why
each was created, what it is intended to do, and how the resulting
data are best used.
Audience
This session is for you if you want a better understanding of
the available quality tools, their purpose and proposed use, and
the types of decisions each is designed to support.
About the Presenter
Tom Berstene is the founder and president of WorkForce Planning
Associates, Inc. Tom has over 20 years of working in the area of
human resources, quality, and organizational assessments. Prior to
forming WorkForce Planning Associates, He worked for Aetna as a
senior design evaluation consultant measuring the quality of the
training programs. In addition to overseeing the many evaluation
studies on the training programs, he was a core team member
for the employee satisfaction survey. Tom provided internal
consulting services on numerous customer service surveys.
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Contest: Exposing Exceptional Performance in HR
by Sonia Di Maulo, Feedback Enthusiast
Exposing Exceptional Performance: It’s What I Do
Last April I was making my way to a FedEx Office in San Francisco, printing handouts for my presentation at THE Performance Improvement Conference 2010. I walked in, out of breath, about 15 minutes before closing. I was expecting impatient service, but was received with open arms, quiet understanding, and thorough explanation of options and wait time. And all this with a smile.
A deep breath and 15 seconds later, I was smiling too. I was about to expose exceptional performance! I have developed the skill and attitude to recognize work performed with heart. It’s harder than you think and it’s been therapy for me over the past few years. In moments of stress, hard work, intensely charged schedules, travel, and family activities, I find it comforts me to slow down to notice the little things that make up exceptional performance.
At the end of my FedEx Office experience, I asked the gentleman if I could have his manager’s business card because I wanted to send her my feedback on his performance. My experience was mine alone and it was mine alone to recognize. If not me, then who?
He looked instantly worried and I reassured him that it was to expose his exceptional performance. And it just so happened that his manager was there at that very moment, and I would be able to deliver my feedback live. Awesome! The manager emerged with a worried look. Again I explained that all was perfect and I provided the details of my experience. She looked relieved and thanked me for taking the time to provide positive feedback about her staff’s performance. She had expected to spend the next 10 minutes appeasing me!
So this experience, like many others, allowed me to develop two insights:
- Insight about others: It’s amazing how poorly prepared people are when receiving positive recognition and feedback. I am often confronted with this lack of preparedness when I recognize others! This means that people:
- Don’t get recognition very often and always expect the worst
- Are insecure about their excellent performance because of the lack of feedback received
- Have a hard time accepting and believing recognition because they aren’t expecting it
- Insight about myself: I offer myself a gift every time I help others recognize their efforts and exceptional effort and performance. The gift is an opportunity to focus on people and in doing so; I relax and enjoy helping others feel joy and appreciation.
After all, recognition goes a long way when delivered authentically—it offers people a better chance of feeling it, believing it, and paying it forward!
Recognition and HR
HR professionals work hard to make the workplace a better place! Through their hard work, their exceptional performance sometimes gets overlooked. And so in keeping with what I do (expose exceptional performance) the contest, Exposing Exceptional Performance in HR, was born!
The goal of this contest is to help leaders and the organization:
- Gather insight about the exceptional work of their HR professionals
- Gather insight about themselves by focusing on the recognition of others
- Celebrate success
Organization leaders are invited to send in a story in written or video format of how an HR professional helped them develop solutions that improve the workplace and resolve an organizational or team challenge. The three top stories will be recognized as models of HR excellence amongst their peers and win prizes worth approximately $15,200 (total combined value)!
For more information on how to enter and to download the story submission form, visit Contest Headquarters on the Web.
I am grateful for the support of my sponsors and would like to recognize them for their encouragement in organizing this contest. Thank you!
Sponsors:
- The Braithewaite Group
- Goose Educational Media
- Human Resources, a division of IQPC
- International Society for Performance Improvement
- Lead Change Group
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- MVM Communications
- Recognition Management Institute
- Rypple
- Society for Human Resource Management
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Sonia Di Maulo is Founder and Lead Feedback Enthusiast of Ready to Feedback. She exposes exceptional performance at work, home, during her travels, and even while she shops. Her passion is to help others do the same—to recognize and expose good work and gently encourage improvements through authentic feedback. Sonia’s mission is to partner with HR professionals to coach and train leaders and their teams to use authentic feedback that retains, motivates, and fosters team connections. Sonia may be reached at www.readytofeedback.com.
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Are You Recognized for Your Work?
Submit It to ISPI!
You do excellent work every day with great results. Submit your accomplishments and research to one of ISPI’s prestigious journals and get the recognition you deserve, and share your findings and ideas with your peers.
Performance Improvement (PI) journal publishes articles about all types of interventions and all phases of the Human Performance Technology (HPT) process, as well as hands-on HPT experiences, including:
- Models
- Interventions
- “How-to” guides
- Ready-to-use job aids
- Research articles
PI also publishes updates on trends, reviews, and field viewpoints. The common theme of articles is performance improvement practice or technique that is supported by research or germane theory.
To submit an article, download and read the Author Guidelines, then email your article as an attachment to the editor, Holly Burkett, at pijeditor@ispi.org. PI is a benefit of ISPI membership, but if you are not a member you can still subscribe. If you are interested in joining ISPI, please click here.
Performance Improvement Quarterly (PIQ) is a peer-reviewed journal that publishes original research, theory, and literature reviews relevant to improving the performance of individuals, groups, and organizations. As a scholarly forum for the HPT field, the journal seeks to integrate and expand the methods, processes, and findings across multiple disciplines as they relate to solving problems and realizing opportunities in human performance. HPT work focuses on valued, measured results; considers the larger system context of people’s performance; and provides valid and reliable measures of effectiveness. The journal values both methodological rigor and variety, and publishes scholarship related to:
- Process improvement
- Organizational design and alignment
- Analysis, evaluation, and measurement
- Performance management
- Instructional systems
- Management of organizational performance
To submit an article, download and read the Author Guidelines, then email your article as an attachment to the ISPI Publications Office at pubs@ispi.org. A subscription to PIQ costs only $45 for ISPI members, so be sure to take advantage of this valuable resource. If you are not a member, but interested in joining ISPI, please click here.
As you know from reading this online newsletter every month, PerformanceXpress (PX) publishes exciting feature articles highlighting current developments and ideas in the field of performance improvement, as well as regular columns written by dedicated professionals spotting trends, Tales from the Field, and CPT News from Around the World. And, that is just the beginning. What contributions and ideas do you have to add to PX? “I wish I had thought of that” articles, practical application articles, articles about the application of HPT, or success stories? Read the Newsletter Submission Guidelines and send us your work to px@ispi.org.
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ISPI Career Center
The
International Society for Performance Improvement’s Career Center will
revolutionize how you search for jobs and source candidates! Our job board,
powered by career services leader JobTarget, makes it easier than ever for ISPI
members to enhance their careers and stay connected within the performance
improvement community. Below you
will find the most recent job postings added to ISPI’s
Career
Center:
Director of Talent and
Organizational Capability
Kaiser Permanente
Job Type: Full-Time
Job Location: Portland, OR 97232
In this role, you will be responsible for the strategic
development, planning, and management of the Talent and
Organizational Capability (TOC). You will be responsible for talent
acquisition, performance management, organizational effectiveness,
affirmative action, and all learning and training activities.
Duties include overseeing and participating in organizational
implementation of human resource (HR) policy; providing general
direction to managers and/or staff of these departments and
developing staff competency within the HR discipline; and providing
consultative services to HR business partners and senior leadership
team in the area of TOC. Other duties include creating and
maintaining an environment conducive to the recruitment and
retention of high-quality staff, developing the direction of the
Northwest region’s TOC programs, and ensuring that programs comply
with applicable state and federal regulations. In addition, you
will participate in program-wide TOC development issues; assist in
administering overall HR functions in operating plans, police
development, space allocation, and budgeting; and support all HR
and regional missions, goals, and objectives.
e-Learning Instructional
Designer
NYU Langone Medical Center
Job Type: Full-Time
Job Location: New York, NY 10001
In this position, you will work closely with SMEs to develop and
build innovative and engaging e-learning solutions for our
enterprise learning management system (LMS). We will look to you to
analyze business needs; design and implement e-learning and
blending learning resources; assist with LMS content and ODL
curriculum development; conduct QA testing on all online training
resources; troubleshoot e-learning access and performance issues;
and provide LMS training to system managers, instructors, and
end-users.
Training
Developer—HIM
Healthcare Corporation of America
Job Type: Full-Time
Job Location: Nashville, TN 37203
The HIM Training Developer is responsible for efficient and
effective development and delivery of education initiatives that
are implemented by the Shared Services Group, including the
implementation of an electronic medical record and HIM Service
Centers. This person is a member of a cross-functional team, which
includes business owners, project management, IT&S, and others
as needed. This person will work closely with various groups to
help implement change strategies that are needed to achieve the
desired results. This person will leverage his or her knowledge and
skills related to health information management (HIM) to succeed in
the role. As a highly visible department representative, this
person consistently demonstrates a strong service commitment by
continually striving to meet and exceed customer expectations.
Training
Manager—Cranes
Link-Belt
Job Type: Full-Time
Job Location: Lexington, KY 40509
Manage and direct all aspects of technical sales, service, and
parts training activities. Oversee/develop educational programs
using current training techniques and best practices for both
classroom and virtual learning environments. Will deliver training
as well as manage other training staff. Consult with product
managers and other SMEs as appropriate to build curriculum.
Evaluate program effectiveness and ensure desired results are
delivered. Oversee factory school logistics and related events.
Manage sales/service trainee program.
Training and OD
Consultant
Training Resources Group, Inc.
Job Type: Full-Time
Job Location: Arlington, VA 22203
The ideal candidate for this position would bring core skills
and knowledge in training, facilitation, and organizational
development as well as specialized experience and skills in the
realm of e-learning, m-learning, e-facilitation, and blended
learning. While this staff person would specialize in e-learning,
he or she would have the ability to work with clients to identify
learning needs and, based on those needs, choose the best mix of
interventions to achieve results. Ideally the candidate will bring
experience in a variety of contexts, including U.S. commercial and
government contracting settings and international settings
including developing countries. The position will be based at TRG’s
Arlington, VA, headquarters.
For more job listings, visit ISPI’s Career Center at www.ispi.org/jobbank.
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Performance Marketplace
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 our marketing department at marketing@ispi.org or
301.587.8570.
Books
Online Performance Improvement Bookstore. ISPI and John Wiley & Sons have partnered to offer professionals in the field the best selection of performance improvement resources. ISPI members save 15% on all book purchases (professional and personal)!
ISPI @ Amazon. ISPI has created a one-stop shop for all your performance improvement needs. Here we have boks written by ISPI members, CPTs, E-Documents, and featured books of the month. All purchases over $25 are eligible for free shipping.
Handbook of Improving Performance in the Workplace—Three Volume Series. Featuring best-in-field researchers, thinkers, and practitioners across several disciplines and geographic boundaries, each volume provides a current review of all information presently available for the three core areas of improving performance in the workplace. |
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Career Resources
ISPI Online Career Center is your source for performance improvement employment. Search listings and manage your resume and job applications online.
Magazines,
Newsletters, and Journals
Performance Improvement journal is available to subscribers in print and online through John
Wiley & Sons, Inc. Order your subscription today.
Performance
Improvement Quarterly 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. Discounted to ISPI members.
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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, simply click here.
Newsletter Submission Guidelines
ISPI is looking for Human Performance Technology
(HPT) articles (approximately 500–700 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:
- Short “I wish I had thought of that” articles
- Practical application articles
- The application of HPT
- Success stories
In addition to the article, please include a short bio
(2–3 lines) and a contact email address. All submissions should be sent
to johnc@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 johnc@ispi.org.
About PerformanceXpress
Feel
free to forward ISPI’s PerformanceXpress newsletter to your
colleagues or anyone you think may benefit from the information. If you
are reading someone else’s PerformanceXpress, send your complete
contact information to johnc@ispi.org,
and you will be added to the PerformanceXpress email list.
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 John Chen at johnc@ispi.org.
Stay informed: Add ispi.org to your Address Book and/or Safe Senders list to ensure you don’t miss important announcements and valuable offers from ISPI!
ISPI
1400 Spring Street, Suite 400
Silver Spring, MD 20910 USA
Phone: 301.587.8570
Fax: 301.587.8573
info@ispi.org
www.ispi.org
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