February 2009

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In this issue:

Tips on Training and Managing the Generation Y Workforce

Ad: Boise State

TrendSpotters

Building a Closer Relationship between Chapters and the Society

Ad: 2009 Conference

Register by February 11 to win FREE Stay at Orlando, Florida

From the Board

ISPI Member Spotlight

Proseries Workshops

Winners from Chapter Competition Announced!

How to Build Effective Teams

“Emerging Talent” Comes Running to ISPI 2009 in Orlando!

We Want to Hear Your STories!

Find Your Own Mentor at ISPI’s 2009 Conference

Tales from the Field

Results: The Power of Performance Improvement

Student-Volunteers Needed for Professional Evaluations

CPT News from Around the World

In Memoriam

Career Center

SkillCast Webinars

Performance Marketplace

Join ISPI Now!

Newsletter Submission Guidelines

ISPI Board of Directors

ISPI Advocates

Back Issues

www.ispi.org

 

 

 

Tips on Training and Managing the
Generation Y Workforce

by Shane Kittelson

Meet Generation Y, the young men and women born after 1981—and the fastest growing segment of the workforce. If the common stereotypes are true, Generation Y employees are easily bored, impatient and disloyal. Yet they are also open-minded, collaborative, and keen multi-taskers. The trick is to understand what makes Gen Y employees “tick” and to address both the positive and negative characteristics of Generation Y.

Weaned on computers, video games, cell phones and the latest electronic gadgets, Generation Y employees (or Millennials, as they are also known) are “stimulus junkies.” They are often independent due to living in homes where both parents worked—or from splitting their time between two households after their parents divorced. And they are a diverse group as far as race, religion and lifestyle, so they tend to be more accepting and less judgmental of others.

Unlike previous generations, the Generation Y workforce may not put work ahead of their personal lives. This doesn’t mean they will not work hard or dedicate themselves to their jobs, but it does mean they expect a healthy balance between work and play. Gen Y employees think in terms of groups and are often team-oriented. In addition, they put a lot of emphasis on their relationship with their immediate boss. Your retention rates will be higher if you pair your young employees with the right supervisor—someone who understands, respects, and motivates them.

To get the most from your Generation Y employees—both in training and in day-to-day operations—you need to understand the values of Generation Y.

  1. Recognize that Gen Y employees are tech-savvy and interested in all technology applications: Provide the latest technological resources for their career development, and consider computer-based training that involves quizzes, online videos and even virtual “games.”
  2. Reassure Gen Y employees that what they do matters: Be quick to praise them for their outstanding efforts, and look for opportunities to recognize them in public (Employee of the Month Award, for example).
  3. Share your vision: Gen Y employees are not the type to fade into the background. They are interested in the bigger picture—the company’s goals, strategies and values—and will be more loyal if they understand how their job relates to the whole.
  4. Be open to their feedback: Even though they are younger, Gen Y employees want to be heard and treated with respect. At the same time, you will earn their respect not by your title, but by your actions, honesty and positive influence.
  5. Let them work in teams: Gen Y employees like working in groups, preferably with peers, where they can share their ideas and talents. In training, they will respond favorably to group discussions, projects and experiential activities.

Shane Kittelson operates TrainingTime.com, a website dedicated to providing trainers and HR professionals with the tools and knowledge they need to provide effective training to their clients and employees. Check out TrainingTime.com for the latest training and development resources including products, events, and informative articles. Shane may be reached at memberservices@trainingtime.com.

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Be open to their feedback. Even though they are younger, Gen Y employees want to be heard and treated with respect.

 

 
 

TrendSpotters: Integrating HPT

by Carol Haig, CPT, and Roger Addison, CPT, EdD

Is your organization changing its focus from training to performance? Are you exploring ways to integrate performance improvement so that it becomes an integral part of the organization’s culture? Please welcome our guest this month, Willy Pullen, CPT, MA, PMP, as he points to helpful guideposts from his work with the Royal Canadian Mounted Police (RCMP). Willy, willy.pullen@gmail.com, is managing principal of Gordon Pullen Consulting, Inc., www.newglue.ca, based in Ottawa, Canada. His firm works with people, projects, and performance to find and remove what gets in the way. Willy works in the public sector and specializes in law enforcement.

The Royal Canadian Mounted Police successfully moved from a traditional wants-based training approach to a contemporary needs-based approach to learning. From there, the RCMP was able to complete the transition to a results-driven approach to performance improvement. Willy shares highlights from this journey that can help you in your efforts to integrate human performance technology (HPT) in your organization.

Genesis of the HPT Integration

The integration processes used to help the RCMP make the transition from training to performance are a fusion of HPT and the best practices of leadership development.

The HPT integration project goal was to improve the quality of criminal investigations and enhance delivery of law enforcement services—both RCMP business needs. Important to the success of this effort was embedding HPT processes. Secondary project goals included:

  • Aligning key cultural values with work, strengthening them, and helping long-term exemplars pass their knowledge and experience to newer employees
  • Strengthening the critical connections between supervisors and their staffs
  • Using HPT to advance the craft of police work and increase the quality and results of all criminal investigations

In most organizations, culture is an important component of any change effort. The RCMP has a long, proud tradition at the core of which is the art and science of the criminal investigation. All RCMP officers are trained criminal investigators. The RCMP’s approach to HPT starts with functional proficiencies at the individual level and works up through processes to the organizational level.

Project Work

The HPT integration team reasoned that if officers’ proficiency in police work improved, results would increase at the unit level, in the communities the units served, and ultimately across the organization to favorably impact the RCMP mission: Safe homes, safe communities.

Gilbert taught us that performance is composed of behaviors that produce results. At the RCMP, a successful criminal investigation is the result, and the behaviors required are found in the Competency Framework, an important cultural and operational element that the integration team leveraged to help officers improve their policing.

Criminal investigation requires an array of skills and knowledge across a range of disciplines. Most successful criminal investigations require a search warrant. To get one, the officer must write a good application. The integration team identified search warrants as a problematic skill area for officers because of the complex and changing nature of the legal knowledge required and the lack of opportunities to practice to proficiency. An increase in search warrant proficiency would increase the number of successful criminal investigations and result in better police work.

To launch the project, Willy and the integration team sought approval and support from senior management. Next, they looked to RCMP detachments in their communities to identify, with their local constituents, police work that was important locally. Then, the team looked for exemplars—respected, long-term officers they could enroll as mentors and coaches for search warrant skills.

In the RCMP, changes and solutions are implemented at the individual level, through a Personal Improvement Plan that is connected to performance evaluations and learning plans. As individual employees across the organization increased their search warrant skills, unit exemplars coached and mentored them, achieving significant satisfaction in helping a colleague, and the RCMP, achieve project goals.

Success Story

One town in an urban/rural area had a population of 11,200 and two first nation reservations. The RCPM detachment consisted of a staff sergeant and 23 employees who provided local police services.

An organized crime network that specialized in vehicle thefts, breaking and entering, and drug trafficking created ongoing problems that community leaders wanted to curtail. The RCMP identified the business need as disrupting and dismantling the network. The current state was the existence of the network and the desired state was the expected results of disrupting and dismantling the network, such as recovering stolen property, charges made against members of the crime network, and so forth. Since the desired performance was achieved by conducting criminal investigations, one measurement of the investigations was the number of search warrants obtained that produced new evidence, more charges, and the like.

This RCMP detachment achieved these results:

  • Three drug search warrants, two criminal code search warrants, two judicial orders, one drug trafficking charge, 22 simple possession charges
  • Seizure of $27,000 worth of cocaine intended for the town

Critical Processes for Integrating HPT

Although the cultural elements of your organization may not match all those of the RCMP, there are likely some commonalities. Regardless, the approach you take to bring HPT to your organization for the long term will benefit from the processes used by Willy and the integration team:

Key Transition Points

  • Identify results and the competencies required to achieve them
  • Recognize the need for change—what is the current state and what is the desired state
  • Define the change by analyzing the issues
  • Take advantage of opportunities
  • Develop a business case to formalize the change
  • Establish a transition period to implement the change

To make performance improvement the approach of choice at the RCMP, it had to become part of the culture, part of the organizational system. The components of the second process summarize the broad approach the RCMP used successfully:

Systemic Embedding of HPT

  • Deal with sustainability and demands for faster and broader use of HPT
  • Build support by embedding HPT as a supervisory and management tool
  • Create personal incentives by aligning HPT with career prospects
  • Strengthen leadership development by moving to a results-based focus
  • Enable the transition from a provider of courses to a program focus using HPT
  • Use HPT as the foundation for a strategic leadership talent pipeline

And finally, Willy shares critical project management actions:

What Works

  • Align the core values + strategy + daily work
  • Leverage elements of the organization’s culture to propel your efforts
  • Focus on the work by starting at the frontline and working backward
  • Design a light process footprint that is easy to do and fun
  • Engage and work with long-term exemplars
  • Find common cause and build coalitions and relationships
  • Earn your way with results for a seat at the table

Advice to Users of the Processes

“Hasten slowly,” Willy advises. Project planning and careful design is critical to making the transition from training to performance. Ensure that you have an active sponsor at the executive level; that you can show examples from previous successes; that all groups to be touched by these processes have a voice in the project; and that you have alignment with your business case, the organization’s goals, and its cultural norms.

Links to the Performance Technology Landscape

The Key Transition Points, Systemic Embedding of HPT, and What Works processes support these principles of performance technology:

R

Focus on Results: Connect project results from individual work through processes, the organization, and the community recipients.

S

Take a System view: Identify the system(s) in play and ensure all are represented and considered in your project

V

Add Value: Improving an aspect of the work increases the value of all the work.

P

Establish Partnerships: Partner at all levels—senior management, customers, employees, exemplarsl.

Advice for Our Times

Performance improvement, with HPT at its core, is a proven, cost-effective approach to addressing business issues as long as you can identify what is keeping an organization from achieving its goals.

Application Exercise

As you launch your effort to integrate HPT, focus on project management to help you identify needs and opportunities and begin with the results to be achieved.

Watch a webinar about performance improvement at the RCMP: http://breeze.tdc.forces.gc.ca/p52019426.

Find all the models and tools featured in TrendSpotters at http://63.134.192.206/archives/perfXpress.htm#trendToolkit.

Carol Haig may be reached at carolhaig@earthlink.net or http://home.mindspring.com/~carolhaig; Roger Addison may be reached at roger@ispi.org.

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“One Society”: Building a Closer Relationship between Chapters and the Society

by Paul Cook, CPT, ISPI Director

Our chapters were the starting place for our Society, and for many of our members. We are in the process of revitalizing the relationship between our chapters and our Society to form “One Society.” Key elements include a new Chapter Service Level Agreement that includes some great new program opportunities and the Chapter Leaders Workshop.

New Chapter Service Level Agreement

One of the key components of the One Society initiative is a new Chapter Service Level Agreement (CSLA) to replace the old Annual Agreement between the Society and its Chapters. This new agreement will provide chapters with a wide range of services including support for chapter programs, help with chapter marketing, and development opportunities for chapter leaders. It will also support our Society’s effort to create a consistent brand and make clear our chapters’ connection with ISPI. One key feature is that all chapter members will be registered, free, as “Associate” members and receive:

  • PerformanceXpress—a member online newsletter
  • Access to ISPI chats with ISPI presenters/thought leaders
  • Direct mailing of brochures and ISPI events
  • Award of Excellence eligibility
  • ISPI Conferences and Institutes speaker eligibility
  • Notification of special offers via email
  • Online access to the ISPI Bookstore
  • Access to the ISPI Job Bank: ability to post resumes and job openings
  • Download online resources; audio

A Great Chapter Program Idea

One new element of the CSLA is making two of our senior staff, Roger Addison, CPT, EdD, and Judy Hale, CPT, PhD, available to bring ISPI’s programs to individual chapters. Both Roger and Judy are popular presenters at our Annual Conferences and Pro Series workshops. Roger is well known for his “Performance Architecture” model, and Judy is the guiding force behind the Certified Performance Technologist program. They are top notch thought leaders and advocates for human performance technology. They are able to connect with the novice and with the seasoned practitioner. Their programs are always a strong draw. Now they are available to chapters for their 2009 program calendars. These programs are a way to bring revenue to our chapter at a minimal cost to the chapter.

We have been running a pilot of the CSLA with five chapters—Tampa; Hampton Roads; Potomac; Michigan; and Melbourne, Australia—since early November. Their input is proving to be invaluable in helping us tweak the CSLA so that it provides real value. The CSLA pilot runs through March when we will debrief and make improvements in time for the Chapter Leaders Workshop at the Annual Conference. The new CSLA goes out to all our chapters in May with signed agreement due by June 15.

Chapter Leaders Workshop

This workshop has been one of the key elements in building our chapters’ success. This free day-long workshop will be held on April 18 at the Annual Conference in Orlando, Florida. Open to all current, as well as aspiring chapter leaders, it will delve into the details of running better programs; marketing to draw in new members; and the how-to of recruiting, retaining, and developing chapter leaders. Add in opportunities to meet the Society’s board of directors, network with other chapter leaders, inside information about the new Chapter Service Level Agreement, and a free lunch and you have a busy, full day of all things ISPI chapter. To register and find out more information, contact Francis George, director of membership, at francisg@ispi.org.

We are working hard to better connect our Society with our chapters to build One Society where our members can grow and develop while advancing HPT in these challenging times.

Paul may be reached at Paul.Cook@ci.austin.tx.us.

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This new agreement will provide chapters with a wide range of services including support for chapter programs, help with chapter marketing, and development opportunities for chapter leaders.

 

 
 

2009 conference banner

Register by February 11 to win FREE Stay at Orlando, Florida


All conference participants who register
by February 11, 2009, will automatically be entered into a drawing for a FREE three-night stay at the Walt Disney World Dolphin Hotel in Orlando. The three-night stay begins the night of April 19 and checks out is on April 22, 2009. The winner will be announced during the Awards of Excellence Lunch Monday, April 20, 2009.

ISPI members may take advantage of our special $875 rate. Non-members save with a rate of $1,125. For only $1,000, non-members may join ISPI and register for the conference at the same time! After February 11, 2009, cost for registration increases; register now and save $125.

THE Performance Improvement Conference is the leading annual conference focusing on the principles and practices of performance improvement and the results achieved. With this eagerly anticipated educational event, April 19-22, 2009, in Orlando, Florida, the International Society for Performance Improvement continues to shape the future of performance improvement through learning, sharing of best practices, and networking with the smartest minds in the industry from around the globe. THE Performance Improvement Conference will focus on three key areas: improving human performance in corporate settings, applying the theory and practice of human performance improvement worldwide, and sharing knowledge and innovation with those who are newly entering our profession.

In addition to over 100 educational sessions—in the categories of analysis, evaluation and measurement, instructional interventions, organizational design interventions, process and tool interventions, the business of HPT, and research to practice—THE Performance Improvement Conference offers a number of half-, one-, and two-day workshops to advance your professional know-how and knowledge in a specific topic area. Attendees may also take advantage of our three-day, hands-on Principles & Practices of Performance Improvement Institute or the CPT Certification Workshop: Preparing for the CPT.

To register, visit www.ispi.org/ac2009 or call ISPI at 301-587-8570.

New International Travel and VISA Information

If you are traveling to the USA for business or pleasure, your entry is permitted under two programs: (1) VISA Waiver and (2) Temporary VISA. More information is available on the U.S. Department of State Website, http://travel.state.gov/visa/temp/temp_1305.html.

VISA Waiver Program
International travelers who are seeking to travel to the United States under the Visa Waiver Program are now subject to enhanced security requirements. All eligible travelers* who wish to travel under the Visa Waiver Program must apply for authorization online. Please visit the U.S. Homeland Security website for details and to apply visit: https://esta.cbp.dhs.gov.

Temporary VISA Program
Temporary visitors to the U.S. must comply with U.S. VISA immigration law and specific procedures to apply for your visa. Temporary VISA instructions are available at: http://travel.state.gov/visa/temp/info/info_1304.html

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From the Board
The Sound of Birds A-Twittering

by Jeanne Farrington, CPT, Immediate Past President

Do you ever have those days when it’s difficult to even look at your list of things to do? Now and then I do, too.

I started looking at the websites of a few folks who specialize in what I think of as “personal performance,” and what they think of as “productivity tips.”

One of these sites is by Michael S. Hyatt, the CEO of Thomas Nelson Publishing. Originally, I landed on his site when following a link to “How to Shave 10 Hours Off Your Work Week.”

I noticed, along the side of his website, a list of “Twitter Updates.” Above that is a place to “enter search text.” Try entering “twitter” there, and you’ll see a list of relevant articles from his website. I first read “12 Reasons to Start Twittering,” which encouraged me to sign up. There’s a great little video that shows the basics about Twitter on the sign-up page.

Twitter is a free micro-blogging service. Why “micro”? Well, because you can only post up to 140 characters at a time. Users are prompted to answer this question, “What are you doing?” This is a rhetorical question, and can be answered in many modes: plainspoken, poetic, cryptic, humorous, emotive, and informative.

Can we use micro-blogging to improve performance? Absolutely, we can use it to stay in touch. If you find that networking with other humans and having all kinds of information at your fingertips improves your performance, Twitter provides an easy way to connect with both people you know and people you don’t know. People use it ask questions and to announce various things: a new service, a new blog post, or a link to an article that others might enjoy. Some users already prefer Twitter to texting and email. Some use it, at least sometimes, in preference to searching for information on Google. You can even use it to update your list of things to do. There’s an ever-expanding list of tools that help to organize and manage the “tweets” you receive from those you are following. TweetDeck is my current favorite for my desktop machine and Twitterrific for my iPhone (there must be something else for your Blackberry). One way to see what others are tweeting about, is to use key words on Monitter.

Who else is on Twitter? Lots of technical folks from Silicon Valley. Major news outlets. Remember the Milk (great online service for making lists). The White House. Some ISPI folks. Family. Friends. Clients. People we don’t know yet.

If this article were in a series of tweets (posts on Twitter), it would look more like this:

ajeanne Found this great blog with productivity tips from Michael Hyatt: http://bit.ly/AxRa.

ajeanne Curious about “Twitter Updates,” I looked here: http://bit.ly/dy50.

ajeanne Check out the instructional video on Twitter’s sign-up page. So simple, short, informative: http://twitter.com. I’d love to see more like this.

ajeanne A list of helpful Twitter tools: http://bit.ly/yaU3, including two of my favorites, Tweetdeck & Monitter.

ajeanne If you have an iPhone, try free and easy Twitterrific: http://bit.ly/2d06Yg.

ajeanne If you’re trying to figure out what to make of Twitter (and life), try these top 10 tips: http://bit.ly/rTaz.

So, that’s a little about Twitter. Launched in August of 2006, it has millions of unique visitors every month. The ways it will be used to connect with others, find information, and market products and services are growing all the time. In another few years it may have fallen by the wayside, or it may, like some people claim, be the foundation for a whole new way of interacting through the Internet.

I’d love to hear how you use Twitter. You can find me at http://twitter.com/ajeanne.

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Jeanne Farrington

 

 
 

ISPI Member Spotlight
An Interview with Anka Cermakova, CPT

by Brian Johnson


Welcome to ISPI’s Member Spotlight! This column focuses on our members—some you may know, some you may not. Each month, we will explore what brought them to ISPI, how they use the principles of human performance technology (HPT), and their insights into the value of membership. This month our interview is with Anka Cermakova, country director for KNO Slovensko.

Brian: Welcome to Member Spotlight, Anka! How long have you been a member of ISPI?

Anka: For four years now! My first encounter with ISPI people was at the Lisbon ISPI Conference in 2004.

What brought you to HPT and to ISPI?

First of all, I have to recognize my partners at my company—Steven Kelly and Mari Novak, who had long-term contacts at ISPI, exposed me to HPT and ISPI and how it can help our business. The Lisbon conference was also a strong factor because I could see some different trends and new approaches, which I had not heard about before.

How would you describe your experience with using HPT principles?

It is still a challenge to persuade clients in [Slovakia] to utilize HPT because there is more of a focus on quick solutions than the long-term window that HPT principles require. But they are really trying to listen.

Have you found opportunities outside your business to apply the principles of HPT?

I think just subconsciously when solving some family issues trying to analyze what is going on, why, what interventions could be applied to achieve the change, who should I partner with, and what should I do in future to keep the right direction.

How would you explain HPT and ISPI to the “uninitiated,” especially in Slovakia?

Well, I would certainly know what NOT to say! Not to mention, at first, “performance” and “productivity” because for Slovaks, that means more work! I would say something like, “You will get a bigger picture, you will see the connections, you will see, as a metaphor, not just your body but also the blood and how it goes through your body. If there are obstacles for the blood, here’s how it can damage you and how you will feel as a person who doesn’t have a system and process that is fluid.”

What do you think you contribute to the field, the pool of wisdom of HPT?

I think we (KNO Slovensko SRO) can first do some pioneer work in our region, Slovakia, Czech Republic, Poland, where ISPI and HPT are not that well-known. We can do lectures, workshops, roundtablesÉwe’ve actually had several of these for our clients, particularly those clients working in human resources. I think we’ve shown them a different dimension to HPT. But to open the window, the door to the “house of HPT,” I think it takes time and patience to be better absorbed and accepted. Much of what we instruct our clients in must be done in segments, not so much at once. It’s complex and needs more time. Clients want to see very fast results in very little time so we have to phase things a little at a time, and this gives us a better chance to persuade them.

Why should someone be a member of ISPI?

For one, if they come to conference, they will meet new ideas and new people!

But most importantly, if they want to see a complex view, if they want to see the big picture, if they want to understand “why?” and what is behind something, I think that is a great reason to get into ISPI. If they want to just stay set in their ways, it’s better not to join!

Thank you, Anka!

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Last Chance to Register for ProSeries Workshops in Las Vegas


ISPI’s ProSeries Workshops are an unique, two-day, peer-to-peer educational opportunity led by exceptional performance improvement professionals. Before “lean,” Six-Sigma, Knowledge Management, or one-minute cures, our presenters were breaking new ground in the principles and practices of performance technology.

In the spirit of collegial sharing for which ISPI is known, join these consummate performance professionals to expand your knowledge and skills. Work with proven tools and techniques, and merge new approaches with your own to enhance your value to your organization and your clients.

 

34February, 17-18, 2009

Alan Ramias and Richard Rummler’s Introduction to Serious Performance Consulting will take you beyond job-level performance improvement for individual workers to an exploration of the process and organizational levels of performance improvement where HPT practitioners really can make a lasting contribution to their organizations.

1

February 19-20, 2009

Roger Chevalier’s A Manager’s Guide to Improving Workplace Performance will present techniques on how to teach managers and supervisors to apply HPT on a tactical level in their divisions, departments, and workshops.



Click here for more information or to register today!

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Winners from Chapter Competition Announced!


The International Society for Performance Improvement would like to thank our chapters and chapter members for participating in the annual drawing for a FREE registration to THE Performance Improvement Conference in Orlando, Florida, April 19-22. We received over 250 contest entry forms from 10 chapters! ISPI is committed to engaging our chapters and chapter members to support our goal of being a truly inclusive organization dedicated to service.

Congratulations to our winners!

  • Deanna Kimmel, Atlanta
  • Wendi Barlow, Chicago
  • Claudine Lonergan, New Mexico
  • Michael Armacost, Front Range, Colorado
  • David Boisselle, Hampton Roads, Virginia
  • Jean Marapodi, Massachusetts
  • Terry Mann, Michigan
  • Rosemarie Lomeli, Orange County, California
  • Janet Sprimont, St. Louis
  • Karen Mibus, Tampa Bay

ISPI looks forward to seeing all of the contest winners and contest entrants at THE Performance Improvement Conference in Orlando. Please remind your colleagues the early registration deadline is February 11, 2009.

If you are interested in improving workplace performance and expanding your professional network, you won’t want to miss this unique opportunity to join your colleagues from around the world. For more information on this year’s conference, visit www.ispi.org/ac2009.

See you in Orlando!

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How to Build Effective Teams

by Chelsea Elm

A team, according to Katz Enbach, is a small group of people with complementary skills committed to a common purpose and a set of specific performance goals. As a team leader, you are likely to inherit or build a new team at some point during your career. It is vital to your success to produce a team with individuals who share visions and interests, enjoy working with each other, and have a winning attitude.

This article focuses on five main areas that should be considered by team leaders or project managers when managing a successful and productive team.

Set out the team agenda

As a team leader, it is important to set out a clear agenda before starting on any project. Team members need to know precisely what is expected of them in the team and how they need to interact with others to achieve their objectives. Involving team members in developing the agenda whenever possible and working with the team to plan the actions toward the goal will increase the interaction between leaders and team members. This also gives individuals a sense of ownership and responsibility, which ultimately increases their interest in the project.

Select suitable team members

It is important to select the right people for every project. Individuals chosen for each team should be able to interact and work closely with others, while at the same time have the ability to work on their own and make important decisions. If as a leader, you have inherited an existing team, you should carefully evaluate each team member to detect any imbalance in the structure of the team. Individuals’ expertise, experiences, and skills should be taken into consideration as well as their social skills, people management abilities, and emotional intelligence. Individuals chosen for the team should be similar enough in background or education to want to work with each other but not so similar to offer no added values when it comes to ideas or innovations.

Manage team boundaries

Team leaders are responsible for monitoring and managing team boundaries to create an environment necessary for success. Some constituents of a team boundary include customers, financial markets, and competitors. By monitoring these factors constantly, team leaders can decide what changes or improvements are needed to adapt to the changes in customer’s requirements, changes in competitors, or the influence of financial markets. Building key relationships with those outside the team is vital as this allows leaders to notice any change in these factors quickly and respond accordingly and in time.

Assess team effectiveness

When evaluating team performance, there are three key areas that need to be considered:

  • Team performance. This involves assessing the effectiveness of decisions made and to ensure that the products or services provided meet the standards of clients.
  • Team satisfaction. This is an important objective, which is often overlooked by team leaders. Leaders who allow their teams to make decisions and take responsibility for their actions and subsequent success or failure help team members to satisfy their individual needs. In contrast, team leaders who focus on output only and ignore employees’ ambitions and needs cause frustration within the team.
  • Team adaptability. This is another factor to consider when assessing effectiveness. Members of a successful team learn from experience, and over time they can anticipate their teammates’ responses and actions and react accordingly to support their actions. Lack of adaptability leads to ineffective teams with reduced output.

Be aware of eliminators

Eliminators are problems that can prevent a team from flourishing and achieving its objectives. Jealousy and negativity are some of these factors. You can employ a number of tactics to deal with these problems effectively:

  • Praise current team members on their achievements and emphasize how they have contributed to teams’ success in the past and continue to do so while working on new projects. This attitude will reduce the risk of jealousy whenever a new skilled member is added to the team or someone has been promoted.
  • Some people are more cynical than others and they tend to see the glass half empty. They are quick to point out shortcomings of the team when faced with a challenging project. To deal with these types of employees, ensure you highlight past teams’ achievements; the success of the company or the project so far; and how a clear vision, efficient planning, and skilled workforce will guarantee the future success. Deal with negativity assertively as this sort of attitude can damage morale and reduce productivity. Negativity is contagious.

Article reproduced with permission from Skills Converged, www.skillsconverged.com.

Chelsea Elm is a business manager at Skills Converged, Ltd., who specialize on producing soft skills and management training materials and provide training and consultancy. She may be reached at chelsea.elm@skillsconverged.com.

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This involves assessing the effectiveness of decisions made and to ensure that the products or services provided meet the standards of clients.

 

 
 

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“Emerging Talent” Comes Running to
ISPI 2009 in Orlando!

by Marci Paino and Luise Schneider, 2009 Conference Committee

ISPI’s Annual Conference is…the best place to meet experts in the field of human performance technology (HPT)…a great crowd of talented, enthusiastic and warm-hearted people…my first chance to be taken seriously even if I am a beginner…the place to advance my career…THE Performance Improvement Conference.

The Happiest-Conference-Committee-Ever welcomes you to a special tour through the ISPI Annual Conference in the heart of the Magic Kingdom—Orlando, April 19-22. This year one of our president’s three goals is:

“Folks, get emerging talents on board, now!”

If you have met Matt, you know you do not argue with him, so if you are an “emerging talent,” all this is designed with you in mind:

  • The Case Study Competition—This competition is an opportunity for five to six universities to participate in a semester-long simulation that requires students to consider real-world situations and apply principles of HPT in a real-world context. The deadline has passed to register to participate in the Case Study Competition, but you can attend the presentations and hear what the judges say about the other students’ results. You can learn and you can always just pass by and ask questions. You are more than welcome!
  • Mentoring Session—This event provides an opportunity for you to find your mentor during the conference. The mentor can help you with all HPT-related questions, introduce you to others, and or simply help you to orient yourself at the conference. Hurry up! The places at the Mentoring Sessions are limited because we really want to make sure that it is a valuable session. Only 40 places! Register today! Call 301-587-8570 or email info@ispi.org to register.
  • A Career Center in the Community Center—The Career Center offers opportunities to support you in your future career (e.g., free workshops, seminars, and individual consultations).
  • The Networking Session—This session is a way to network around certain topics. This is your chance to show how knowledgeable you are in certain fields. Come and impress your potential future employer!
  • Networking Sessions in the evening—Every evening in the Community Center, there is a gathering of attendees and presenters. Here you can ask questions and get in touch with all the people who have presented on that day. Do not hesitate to come and share your experience! ISPI is waiting for YOU!
  • The roommate match—Go to http://community.ispi.org/group/2009_Orlando and find someone to share your room in Orlando. We have all done this in the past, and well-known ISPI members still share rooms every year—not only to save money, but also to hang out together! How about you?
  • Dinner connection—Yes, when you are attending the conference for the first time, you might be tired in the evening. And yes, TV can be a good friend. But how about going out and chatting with other ISPI members? How about spending dinnertime with others who want to exchange their impressions and make you their “BFF”?
  • Student-Professor Rate—We really want you to come to the conference, and we realize money is an issue. That is why we are happy to offer a student-professor package at $1,000 (one professor, three students).
  • An emerging professional’s information package—A guidebook of information that spotlights the events and resources provided throughout the conference that are specifically targeted to emerging professionals. You can get this at the registration desk for free.

OK, now lean back and tell me: Are you going to come or not? Silly question. See you there!

Marci may be reached at marci.paino@gmail.com; Luise may be reached at luise.schneider@train.de.

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We Want to Hear Your Stories!

You do excellent work every day with great results. Submit your accomplishments and research to one of ISPI’s prestigious journals to receive 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.

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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Find Your Own Mentor at ISPI’s 2009 Annual Conference: Register Now!

by Clare Elizabeth Carey, CPT and Luise Schneider, Conference Committee 2009

We are looking forward to welcoming you to ISPI’s Speed Mentoring Session! If you are a student or an emerging talent in human performance technology (HPT) and you are looking for someone who is willing to welcome you to ISPI and guide you in the field of HPT, here is your chance!

This new event will connect students and growing professionals with seasoned human performance experts in an engaging and non-threatening forum.

Dedicated ISPI professionals will avail themselves as mentors through a fun and fast-paced pre-conference session. You may review the pre-published Mentor vitas before you come to the session, consider your goals, and determine the best fit of available mentors. At the session, you will participate in multiple, mini-introductory sessions and get to connect with four different mentors. Then, it will be your turn for further action: you are given opportunities to request follow-on meetings for later in the conference week with your selected mentor. During these follow-on meetings, you may discuss common interests or even explore the potential for a formal mentoring relationship. During the conference, your mentor will answer your questions, introduce you to other experts in the field, and help orient you through the conference as much as his or her schedule allows.

This Speed Mentoring Session will occur prior to the Annual Conference opening event on Sunday afternoon. Because we wanted to create realistic chances to talk with the mentors, we have limited the event to only 40 participants (with 20 mentors). Therefore, you need to hurry up and register now!

Here is the proposed list of star-mentors: Margo Murray, Tim Esque, Guy Wallace, Carol Haig, Lynn Kearny, Jeanne Farrington, Klaus Wittkuhn, Alan Ramias, Lory Lanese, Eileen Banchoff, Charlotte Ann Chase, Carol Lynn Judge, Jean Strosinki, Miki Lane, Rich Pearlstein, Andrea Moore, Deborah Stonem, Don Kirkey, Cathy Brown, Mark Laurin, Clare Carey (host of the session).

So, come to Orlando for a great conference, great connections, and an incredible opportunity. Who knows, you may find the mentor of your dreams!

To register for this event, call ISPI at 301-587-8570 or email us at info@ispi.org.

Luise may be reached at Luise.Schneider@pd-international.de.

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Tales From the Field
Taking Learning Professionals to Competent Professionals through Performance-Based Projects

by Seung Youn (Yonnie) Chyung and Donald Winiecki

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.

The Field: Whom Would You Want?

When it comes to making a point about performance-orientation, there seems no better way than using Joe Harless’ (1989) humorous multiple-choice question: “If you’ve stopped breathing, whom do you want to show up? Paramedic #1: I know how a resuscitator works. Paramedic #2: I know how to work a resuscitator. Paramedic #3: I have accomplished [successfully performed] resuscitation before” (pp. 36-37). Of course, you would want someone who has successfully done it before. You would trust that the person is a competent practitioner who can produce the desirable outcome. In some cases, it can make a life-or-death difference. With the same logic, organizations would want to employ competent practitioners, too. However, no one is born with competent levels of job-related knowledge and skills. Unskilled or novice workers would have to learn to become competent. It is often necessary for novice workers to seek higher education to become such competent professionals. Competent practitioners can continue to develop proficiency and, ultimately, become experts in the field (see Figure 1).

Figure1

Figure 1. Progressing from unskilled/novice workers to experts
(based on Dreyfus, 2004).

The Education: Focusing on Competence

Competency-based learning and performance strategies have been emphasized in training and performance improvement fields. Several professional organizations, such as the International Society for Performance Improvement (ISPI), the American Society for Training and Development (ASTD), and the International Board of Standards for Training and Performance Instruction (IBSTPI), have established standards or models for promoting competency-based performance in industry. The reason why competency-based strategies are critical becomes clear by reviewing the definition of the word competency, which is a purposely combined set of knowledge, skills, and attitudes that enables one to successfully complete specific job tasks, when measured by the standards used in the field (IBSTPI, 2008; National Center for Educational Statistics, 2002). That is, competent practitioners in the learning and performance improvement field are expected to exhibit their job-specific competencies. Therefore, the core of competency-based education is to ensure that learning professionals will be able to demonstrate their learned knowledge, skills and attitudes as evidence of possessing competencies. For this reason, competency-based instruction often focuses on “performance-based” projects.

The Learning: Performance-Based Projects

That’s what readers of PerformanceXpress have seen in this Tales from the Field column over the past few months. The articles presented in this column are written mostly by learning professionals, attending Boise State University, who have produced performance-based projects in their needs assessment, evaluation, instructional design, and foundations classes.

With the goal of aiding students in acquiring knowledge, skills, and attitudes that will enable them to demonstrate competency on the job and contribute to organizational performance improvement (PI), we pay attention to several things. First, we provide students with venues in which they will encounter not only foundational “textbook” knowledge, but also factors involved in any PI projects employing systemic and systematic processes. These are factors like planning and budgeting, collaboration with clients and peers, written and verbal communication of technical topics, and analytic and critical skills, among other things. Second, we provide students with opportunities to apply new knowledge and skills and timely and pointed feedback to enable them to reflect on “how they are doing it” as PI practitioners. Finally, we encourage them to report their professional knowledge and accomplishments to their professional community of practice—to become members of the community that improves its own performance as it helps others to improve.

In the conduct of coursework, our students complete team-based projects where they take on authentic projects in their own workplaces. They learn and apply PI-related knowledge, skills, and attitudes interactively with their peers and based on constructive feedback from faculty. Throughout the semester, they undergo continuous spirals of learning new things, applying them, and then analyzing the effects of their work. Reporting their experiences back to the community of PI practitioners completes the picture. This allows one to become not only a competent practitioner who “has done it,” but also a practitioner who contributes to the field itself; this is the goal of our competency-based curriculum. We hope you enjoy our Tales from the Field, but, most of all, we hope you learn with us as we continue to build the field of performance improvement.

References

Dreyfus, S. (2004). The five-stage model of adult skill acquisition. Bulletin of Science, Technology & Society, 24(3), 177-181.

Harless, J. (1989, May). Wasted Behavior: A confession. Training, 26, 35-38.

IBSTPI. (2008). Competencies. Retrieved from www.ibstpi.org/competencies.htm.

National Center for Education Statistics (2002). Defining and assessing learning: Exploring competency-based initiatives (NCES 2002-159). Retrieved from http://nces.ed.gov/pubs2002/2002159.pdf.

Seung Youn (Yonnie) Chyung is an associate professor in the Instructional & Performance Technology (IPT) Master of Science program at Boise State University. She teaches courses on foundations of instructional & performance technology and evaluation methodology. She may be reached at ychyung@boisestate.edu.

Donald Winiecki is a professor in the IPT Master of Science program at Boise State University. He teaches courses on needs assessment and ethnographic research in organizations. He holds an EdD in Instructional Technology and a PhD in Sociology. He may be reached at dwiniecki@boisestate.edu.

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Results: The Power of Performance Improvement


Organizations exist to deliver results to stakeholders. Results are tied to productivity-driven, effective business processes and practices. ISPI’s Fall Conference Results: The Power of Performance Improvement in Saint Louis, Missouri, September 23-26, 2009, will focus on business results and how performance improvement methodologies help drive productivity at every level of an organization.

Immediately before the start of this unique and highly anticipated conference, ISPI offers our Principles & Practices of Performance Improvement Institute September 21-23, CPT Workshop on September 22-23, and skill-building one-day workshops on September 23. The conference kicks off the evening of September 23 with an opening reception. This is followed by three days of cannot-miss keynote presentations, educational sessions, and ISPI’s signature Cracker Barrel roundtable discussions.

Do not take our word for it. Read what attendees at last year’s event had to say about their experience:

Attending this conference was a terrific investment as the content and knowledge gained will be a 10X payout YOY.

 

Powerful...relevant...worthwhile! The Fall Conference offers an intense “Boot camp for the Brain” and you leave feeling more mentally fit and professionally charged. Well worth the investment.

 

Since this was my first exposure to ISPI, I really had no idea what to expect. What I heard and saw in two days has made a dramatic impact on my understanding and practice as a learning & development professional.

 

I’m probably biased, but I found the targeted theme of the smaller conference very effective. It was virtually impossible to make a bad choice about what session to attend.

 

The format of the Fall Conference allows more in-depth exploration and conversation about important topics than the traditional 60 minute break out sessions.

 

Always good, always of great value. The best and the brightest attend and present.

 

This was my first ISPI event, even though I have been in the industry for years. My expectations of the sessions, presenters, and topics addressed were far surpassed across the board!

 

Be Apart of the Experience

ISPI is seeking presenters who can share successful business results with conference attendees during a 90-minute “how-to” clinic or a three-hour in-depth session. Proposal submissions are due February 20, 2009. To download the request for speakers, click here. Submit your proposal to Roger Addison at roger@ispi.org.

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ISPI Seeks Student-Volunteers for Professional Evaluations at the Annual Conference


Over the last two years
the 2009 Conference Committee has developed four new events for THE Performance Improvement Conference in Orlando, Florida, April 19-22.

  1. Case Study Competition (five universities compete against each other on a web-based Case Study, three of the university teams will present at the conference
  2. Emerging Talent Mentoring Session (mentees have the chance to find a mentor for during the conference who can introduce them to others and answer (all!) their questions. This event is on Sunday, April 19, 2:30-4:40pm. Pre-Registration is required but participants do not have to be signed up for THE Performance Improvement Conference.
  3. Networking Session (A session where attendees can network with Industry and Business Leaders and ask questions along topics of their interest)
  4. Evening leisure networking (presenters come to Community Centre in the evenings and attendees have the chance to ask additional questions or to discuss specific projects)

These will not be the only interesting features but these are new this year and we would like to evaluate them with a little more intensity, as all good performance improvement practitioners do.

We are seeking four students and a professor who would be willing to develop an evaluation strategy and conduct these evaluations at the conference. The students and/or the professor do not have to come from one university, we are more than willing to accommodate students from a variety of universities.

We are happy to offer a lower registration rate.

If you are interested in helping us evaluate these sessions please contact me at Luise.Schneider@pd-international.de.

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CPT News from Around the World

New CPTs

Please join me in congratulating our new CPTs:

  • Katheryn Adams
  • Sven Blomberg
  • Don Blum
  • Tareq Hady
  • Michael Isabelli
  • Diane Keefer
  • Kery Mortenson
  • Mark Rhein
  • Jeffery Salyer
  • Steven Weitz

Enter the Health Care Story Contest!

If you have worked in health care and have a story to tell, the information about how to enter the Health Care Story contest is now online, or contact Judy@ispi.org to get the details. We are looking for stories that illustrate how human performance improvement (HPT) helped improve patient safety, patient satisfaction, quality of care, or financial results.

Special Work by CPTs—Professional Services Team

I want to introduce you to a group of special CPTs who are members of the CPT Professional Services team: Guy Gage, Ken Junkins, Gordon Newman, Michelle Painchaud, Deborah Rivers, and Ken Steinman. This team is developing a series of programs for ISPI chapters related to marketing our profession and ourselves. The plan is for the series to include how to create an elevator speech and strategic stories, how to illustrate you story, how to use YouTube, and more. The Massachusetts Chapter is piloting the first in the series on Jan 20.

Guy Gage, CPT, MA, LPC, is a business performance consultant with Toothman Rice PLLC, an accounting and consulting firm with four offices in north-central West Virginia. He holds a license in counseling (LPC) and a Certified Performance Technologist (CPT). His experience as a clinician and later as a coach, trainer, and consultant has equipped him to identify and resolve the various factors that affect individual and organizational performance in a business environment.

All organizations have to deal with their human capital, including balancing personal needs and wants with corporate goals, motivation, team development, handling conflict, and equipping people with management and leadership skills. He tailors his programs to the specific needs of the organization that result in a business-case outcome.

Guy has written numerous articles on performance and is a regular contributor to The West Virginia Executive magazine. In addition, he has developed a web-based performance management system for companies that align corporate goals and individual career paths resulting in high client value. Guy is a graduate of West Virginia Wesleyan College (BA) and West Virginia Graduate College (MA). His affiliations include the International Society for Performance Improvement, the American Mental Health Counselors Association, and the West Virginia Licensed Professional Counselors Association. He may be reached at ggage@toothmanrice.com.

Ken Junkins, CPT, is retired and past president of the Eagle Group, a company he founded 25 years ago. Ken is currently available to do part-time project work. He has worked at the organizational, team, and individual performer level doing performance improvement projects for AT&T, Lucent Technologies, Regional Bell Operating companies, Cigna insurance, and a number of other companies with as few as 100 employees and as many as 50,000. Ken’s specialty is developing performance improvement initiatives based on codifying exemplary performance in sales and service organizations while helping managers get 75% of their employees to perform to the level of their top 20% in less than six months.

In his career, Ken has worked one-on-one with performance improvement, organizational development, and strategic management pioneers Tom Gilbert, Bob Saunders, and Robert Schaffer. Ken has worked jointly with management and union leadership to measurably demonstrate “UVA” Union value added in competitive environments. Ken has published numerous copywrited programs such as Caring: The Ultimate Level of Service, Memorable Service, and Coaching for Improved Sales and Service Performance, and is in the process of completing his book entitled The Employee’s Guide to Destroying American Business. Ken may be reached at kmjunkins@msm.com.

Gordon Newman, CPT, FICB, is the founder and president of The Newman Learning Group, Inc., a human performance improvement solutions provider in Ontario, Canada, offering custom learning program design and delivery.

Following a successful career in the financial services sector, Gordon has taken his hands-on experience in process management, financial management, and disciplined learning design to the marketplace. Gordon’s focus for the past four years has been in the area of design, delivery, and support of learning programs designed to affect a positive real dollar value benefit to the financial bottom line. As a facilitator Gordon brings a blend of practical knowledge, humor, and understanding of adult learning principles to every session.

Gordon holds a fellowship in the Institute of Canadian Bankers (Honours) along with a diploma in Adult Education from St. Francis Xavier University. This academic training is further bolstered by a certificate in learning design from Langevin Learning and a Certified Performance Technologist designation conferred by the International Society for Performance Improvement. Gordon may be reached at gordon@newmanlearning.com, www.newmanlearning.com, or via phone at 1-905-790-2944.

Michelle Painchaud, CPT, is the president and CEO of the Painchaud Performance Group, one of Canada’s premier talent management companies.

With over 20 years of practical, innovative, and field-tested experience in employee engagement and human capital, Michelle’s expertise spans management, leadership, and high-performance talent development. Michelle is also an acclaimed speaker, frequently speaking at senior-level executive summits, conferences, and events around the world.

A personal highlight for Michelle was working on the development and launch of a training center in Tunisia, Africa. Michelle is on the proposal selection committee with Centre for the Aboriginal Human Resource Council, a member of the Centre for Talent Retention, on the University of Manitoba Advisory Board, and a research advisor and panelist with the Human Capital Institute. Michelle may be reached at michelle@ppghr.com.

Deborah Rivers, CPT, MCT, RCC, is completing her PhD dissertation on “Competency Management” while also attending the University of Texas at Dallas, Executive and Professional Coaching certification program. She offers a broad background in business, education, and technology. She has over 20 years of experience as vice president of marketing, sales, and distribution for a world-class manufacturing company. She is a principal at ProDev, Inc., which brings out the best in organizations. Her rich-Internet, multi-lingual application runs the back end of global service firms and assists with initiative management and evaluation. Deborah works with leading international organizations to innovate and align people, strategies, processes, and technologies that build worthy experiences for talent-client equity.

Deborah is a WABC Registered Corporate Coach (RCC), serves on the Global Coaching Community (GCC) taskforce, and is ICF chapter president. She is also an ISPI Certified Performance Technologist (CPT) serving on the Professional Services Team, Myers-Briggs qualified facilitator, Persona Global Certified consultant, Microsoft¨ Certified Trainer (MCT), and professional member of the National Speakers Association. She enjoys being adjunct MIS faculty at Miami-Dade College and Nova Southeastern University where she earned an MS degree in Technology. Deborah may be reached at 305-385-8888 or dr@deborahrivers.com.

Ken Steinman, CPT, MS, is a senior product specialist for SumTotal Systems. Ken has a Master of Science in Instructional and Performance Technology from Boise State University. He consults with large corporations to help them build processes around learning management and content authoring to implement technology to support their performance efforts. Ken has been involved in learning and organizational development for over 15 years with an emphasis on technology for the past 10 years. Ken may be reached at ksteinman@comcast.net.

Your Story

If you have a story to tell that you think others would value, send it to judy@ispi.org.

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In Memoriam
ISPI Bids Farewell to Two Pioneers in the Field


Susan Meyer Markle, a longtime professor at the University of Illinois (UIC) at Chicago, passed away on December 19, 2008, in Silver Spring, Maryland, where she had moved after leaving Chicago in 2006.

Susan was a research fellow at Harvard University, working with well-known behavioral psychologist B.F. Skinner, when she started hanging out at Boston's Storyville club. She received a doctorate in psychology and taught at UCLA before coming to UIC in 1965. Her specialty was instructional research and design, about which she wrote several books.

In 1969, she received ISPI’s Distinguished Service Award, and in 1977, she was awarded ISPI’s Honorary Life Member. Susan served on the Board of Directors for the National Society for Programmed Instruction (now known as ISPI) from 1965-1968. Her contributions to the Society will not be forgotten, and we thank her for years of dedicated service during the Society’s initial growth.

A scholar of jazz with a vast collection of jazz records and laser discs, Susan was video editor of Jazz Times magazine and a board member and president of the Jazz Institute of Chicago in the 1990s.

Robert Marion Morgan died peacefully at his home in Columbia, South Carolina, on January 12, 2009.

After earning a bachelors degree at Oklahoma State University and a PhD from Ohio State, Bob became a professor at the University of New Mexico and co-founder and President of General Programmed Teaching Corporation. He was a Vice President of the Educational Division of Litton Industries and served in the Federal Bureau of Research in the Department of Education in Washington, DC. Bob was recruited by Florida State University (FSU) in 1968 to chair the Department of Educational Research. He was instrumental in founding the Learning Systems Institute (LSI) at FSU. He directed LSI until his retirement in 2003, becoming Distinguished Professor and Distinguished Director. In recognition of his contributions, FSU named the Robert M. Morgan chair in Instructional Systems for him and, at the 40th anniversary of LSI, the state-of-the-art Robert M. Morgan Multimedia Lab in the College of Education will be opened.

In 1988 Bob, David Salisbury, and Richard Brown along with editorial board members from other universities began publishing Performance Improvement Quarterly. He served as one of the managing editors for the publication for over 15 years. It is due largely in part to Bob and his colleagues at Florida that ISPI publishes this peer-reviewed research journal. In 1998, he received the Thomas F. Gilbert Distinguished Professional Achievement Award from ISPI.

In lieu of flowers, memorials may be made to: St. Martin's-in-the-Fields Episcopal Church, 5220 Clemson Avenue, Columbia, SC 29206.

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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:

Amgen
Director, Compliance Training
Job Location: Thousand Oaks, California 91358
Job Type: Full Time

BC Hydro
Learning Specialist
Job Location: Vancouver, British Columbia, Canada
Job Type: Full Time

Executive HealthSearch, Inc.
Director RN Labor Management Initiative
Job Location: New York, New York 10001
Job Type: Full Time

Medco
Training Manager
Job Location: Indianapolis, Indiana 46075
Job Type: Full Time

Total Quality Institute
Consultant
Job Location: Nationwide, United States
Job Type: Contract

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ISPI’s SkillCast Webinars
Career Development Series


Join us for
SkillCast webinars presented by Marshall Brown and Sharon Armstrong of Marshall Brown & Associates.

The series includes Building Success Through Strong Networking, February 24, 2009, and Behavioral Interviewing, March 24, 2009.

These SkillCast webinars culminate at the Career Center workshops presented at THE Performance Improvement Conference 2009 in Orlando Florida, April 19-22. You do not want to miss out!

For more information, or to register, visit www.ispi.org/webcasts.


Recorded and Available!


With the re-launch of ISPIís SkillCast
webinars with a new vendor, Boston Conferencing, ISPI is proud to announce you can view our past SkillCast webinars at your convenience beginning with Julyís presentation. If you missed the opportunity to attend Jim Hill, Ruth Clark, Margo Murray, or any of our past live SkillCast webinars, you can hear the recorded session and obtain the handouts. For more information and to order these webinars, visit www.ispi.org/content.aspx?id=390. As we move forward in the coming months, all SkillCast webinars will be recorded and made available approximately 48 hours after the conclusion of the live event.

Schedule of Events

 

  • February 11, Innovation: Strategies and Practices with Donald Tosti, CPT, PhD
  • February 24, Building Success Through Strong Networking with Marshall Brown and Sharon Armstrong
  • March 11, How the Unconnected Employee Hurts Your Business & What To Do About It with Lynne Waymon

  • March 24, Behavioral Interviewing with Sharon Armstrong
  • April 8, 2009, How to Turn Learning into Improved Workplace Performance with Calhoun Wick

For more information, or to register, visit www.ispi.org/webcasts.

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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 ISPI director of sales, Keith Pew at keithp@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)!

Career Resources
ISPI Online Career Center is your source for performance improvement employment. Search listings and manage your resume and job applications online.

Conferences, Seminars, and Workshops
Online Anytime: The Course Developer Workshop Online 24/7. Darryl L. Sink & Associates, Inc. Register online at www.dsink.com, or call Jane at 800.650.7465.

 

Attend the ProSeries Workshop, February 17-20, 2009, in Las Vegas, NV. Professional development designed for the performance professional. Register today!

Join us for THE Performance Improvement Conference, our Annual Conference, April 19-22, 2009, in Orlando, FL. Early registration deadline is February 11, 2009. Register today!

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 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.

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