March 2009

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In this issue:

Performance and Bustin’ Broncos

Ad: Carrot Consulting

TrendSpotters

University Survey: A Sneak Peek at the Results

Ad: 2009 Conference

From the Board

ISPI Member Spotlight

ISPI Needs New PIQ Editor!

Planning Your Conference Experience

ISPI Announces Election Results!

Adapt or Perish

Tales from the Field

What Is at THE Performance Improvement Conference for You?

In Search of Job Satisfaction

CPT News from Around the World

Career Center

ISPI Seeks Student-Volunteers for Professional Evaluations at 2009 Conference

SkillCast Webinars

Performance Marketplace

Join ISPI Now!

Newsletter Submission Guidelines

ISPI Board of Directors

ISPI Advocates

Back Issues

www.ispi.org

 

 

 

Performance and Bustin’ Broncos

by Jean R. McFarland, PhD, and Mark M. Lewis, PhD

If you had a bucking bronco, but needed a team horse, what would you do? Probably train the horse so you could manage it or replace it with one that was a better fit. Workplace bullies are bucking broncos and their behaviors affect the rest of the team.

Workplace behaviors come in a wide variety, ranging from harmonious behavior on one hand to bullying behavior on the other. In between the two lies uncivil behavior, which might begin as playful teasing or joking and be seen as simply trying to lighten the environment. Regardless, negative, unwelcome behaviors interrupt the performance of others and squeeze productivity of the unit.

Bullies, on the far right of the continuum, buck the system for various personal reasons, often overriding their companies’ interests and goals. They are actively disengaged employees focused on their own agenda.

Figure 1. Workplace Behavior and Employee Performance

What can be done about bullying behavior in the workplace? Consider three options:

  • Coach for different performance.
  • Adapt your managerial style.
  • Accept the talent drain or bust the bronco.

Coach. Not all disruptive employees know they exhibit disruptive or unwelcome behaviors. Bringing it to their attention might be all that is needed to elicit improved behavior for employees who are toward the left end of the behavior-performance continuum. In some instances, mildly disruptive employees might be highly engaged in their work, but they never had to or never learned to control their tempers. Coaching might solve the problem, especially with support from coworkers and managers.

Adapt Managerial Style. Different types of situations require adaptations in managerial style. For example, when employees feel they are not heard or valued, managers can change team communication strategies. If some employees want more autonomy and decision-making power but others require more guidance, managers will gain by adapting to the needs of each. Another challenging situation is managing employees from cultures different from one’s own. This often evokes misinterpretation of behaviors, which calls for communicating about expectations differently.

Accept Talent Drain or Bust the Bronco. Managers must decide whether to let talented performers suffer until they leave the company (as 83% of bullies’ targets do) or to bust the bronco. Managers can run the numbers to determine the financial costs involved and the benefits of having a bully-free workplace.

Tangible Benefits of Bully-Free Workplaces:

  • Less employee turnover: Recruitment and training costs decrease.
  • Reduced absenteeism.
  • Increased productivity.
  • Decreased workers’ comp expenses.
  • Fewer disability claims.
  • Fewer formal complaints and litigation.
  • Enhanced customer service and satisfaction.

Intangible Benefits of Bully-Free Workplaces:

  • Reduced employee sabotage.
  • Psychological safety: Employees know negative behaviors are not tolerated.
  • Improved morale and employee engagement.
  • Reputation for corporate responsibility.

What kind of work environment do you want—one where there is bucking, kicking, and biting? This bronco behavior slows down people and processes. To improve employee engagement, performance, and productivity, bust the broncos and go for a bully-free workplace. Your employees will thank you.

Jean R. McFarland, PhD, speaker, author, and interculturalist, helps leaders develop cross-cultural competencies and manage performance. She is president of Fifth Dimension Strategies and author of Bullies Among Us. What To Do When Work’s No Fun. Jean may be reached at info@FifthDimensionStrategies.com.

Mark Lewis, PhD, is president and founder of Business Partners Network, Inc., a firm targeted at improving business results through process and performance improvement. Mark conducts analyses of performance and processes, and manages change for medium to large, private and public organizations that are intent on improving results. He is an international consultant. Mark may be reached at lewis081@umn.edu.

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To improve employee engagement, performance, and productivity, bust the broncos and go for a bully-free workplace.

 

 
 

TrendSpotters: SuperFrames™

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

Darryl Sink, EdD, has contributed directly to the instructional design skills of numerous ISPI members and to the results his client organizations achieve. Darryl, darryl@dsink.com, is president of Darryl L. Sink & Associates, Inc. (DSA), a long-established firm that produces great learning experiences through instructional design training and custom course design services. We are delighted to welcome Darryl to TrendSpotters and to add his SuperFrames™ tool to the TrendSpotters Open Toolkit (TOT).

Genesis of the Tool

The SuperFrames™ tool grew out of management training and team-building projects that DSA created for an international technology firm and for a U.S. government facility. Darryl wanted to craft great learning experiences and ensure transfer of new skills back to the job. He and his team chose to use standardized job aid formats within the formal training and then added proven learning activity frames to provide practice and reinforcement. This resulted in a facilitated formal training program rather than an expository training program, adding much high learner engagement.

Embedding job aids into formal training is a DSA instructional design hallmark. SuperFrames™ ensure that the learning activities provide authentic structured practice and reinforcement in the correct use of the job aids.

Description of the Tool

A SuperFrame™ consists of established formats for job aids and for performance-based activities constructed for formal learning situations in the classroom or online. After training, the job aids provide transfer of learning back on the job. Darryl begins by designing the job aid and then chooses an appropriate activity “frame” to increase learning and transfer.

©2009 Darryl L. Sink & Associates

Readers familiar with Sivasailam Thiagarajan’s (Thiagi) Framegame can relate its reusable structure to SuperFrames™. Darryl emphasizes the flexibility of this tool. You can:

  • Reuse the activity frame for different training needs.
  • Drop in an existing job aid for learning purposes.
  • Practice correct skills in a controlled, formal learning setting.
  • Transfer learning to the workplace by providing authentic practice in using the job aid as it is intended to be used on the job.
  • Document the SuperFrames™ and build a bank of them for rapid development in future projects.

How to Use the Tool

SuperFrames™ lend themselves to higher-level learning such as trouble-shooting or problem solving. SuperFrames™ are a good design choice because the same job aids are used in both the learning environment and on the job, providing consistency and accurate transfer of new skills.

Once you have determined that job aids and training are needed, follow these steps to create a SuperFrame™:

  • Determine relevant content.
  • Design (or reuse) the job aid according to established standards.
  • Design the activity using proven frames.
  • Test and implement the SuperFrame™.
  • Write up the SuperFrame™ for future use and added efficiency.

Each job aid should replicate a real-world situation as closely as possible. It is helpful to organize the materials for a particular program so that the job aids can be separate from the training modules for stand-alone use after the formal training.

Success Story

DSA did their first large-scale e-learning project at a major information technology company. The team used SuperFrames™ to train newly hired MBAs as financial analysts who helped managers with the planning, analyzing, and communicating of reports and budgets. In such work, some tasks such as quarterly or end-of-year reports are done infrequently, making job aids a wise choice. The e-learning instructional modules used the job aids to teach new skills. After training, the financial analysts could access the job aids as needed to help with individual phases in the budgeting process. An extra bonus: experienced financial analysts used the job aids as well and only took the training modules if they needed them. The use of the same job aids by both new and experienced analysts resulted in standardized approaches to work tasks.

Advice to Users of SuperFrames™

It is important to have access to proven activity frames and job aid design expertise when using SuperFrames™. Be sure you select a suitable learning project. Criteria include some or all of these:

  • The skills(s) to be learned are complex, making the job aid more beneficial.
  • Lots of practice is required to attain fluency in the new skill(s).
  • The content is critical to the organization.
  • You need to increase the impact of training for this skill.

Check DSA’s recent Tips newsletter for more good ideas about SuperFrames™.

Links to the Performance Technology Landscape

The SuperFrames™ tool supports these principles of performance technology:

R

Focus on Results: Increases the probability of people using new skills and knowledge on the job.

S

Take a System view: Requires a systematic approach to identify and create both components of the tool.

V

Add Value: Uses a tried-and-true approach, and links as closely as possible to the actual job.

P

Establish Partnerships: Engages the client in ensuring the job aid will be effective in the workplace.

Application Exercise

Here are two possible exercises to try:

  • Create a SuperFrame™ using the guidelines provided here.
  • Take an experiential approach to design by creating an activity frame and having the learners work together to create a job aid as the output of the activity during training.

Advice for Our Times

SuperFrames™ are efficient and cost effective. They will help you develop training and job aids faster, easier, and better. Because you will be using standard activity frames and job aid formats, testing and revising the materials will take less time than if you create the aids from scratch. The design focuses on performance as it occurs on the job, resulting in a dynamic learning experience and realistic training transfer to where it matters: where the work is done.

ISPI members may download Darryl’s recorded SuperFrames™ Skillcast webinar for $29 and Associates of ISPI may access it for $69. Click here for details. Also, Darryl’s DSA colleague, Paul Swan, will be presenting a two-day E-learning for Results Workshop at ISPI’s Fall Conference, September 22-23, 2009 in St. Louis, Missouri.

Click here to find all the models and tools featured in TrendSpotters.

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

 

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University Survey: A Sneak Peek at the Results

by Marci Paino

The International Society for Performance Improvement is not immune to the war for talent. Attracting new and emerging talented individuals plays an important role in the association’s continuous success and impact within the HPT industry. A critical success factor is whether or not ISPI can show newcomers the value of maintaining membership and contributing to the Society. This will sustain ISPI as an organization as some of the key opinion leaders and baby boomer generations begin to retire. To support this paradigm, the 2009 Conference Committee conducted an analysis of the student population through a survey distributed to those in HPT-related university programs. The goal was to examine students’ attitudes and opinions of ISPI and the HPT industry. The purpose of this article is to provide a high-level description of the results that most pertain to the initiatives prepared for this year’s conference.

The survey was developed by Marci Paino and validated by Dr. James Pershing, CPT, and his students at the Indiana University, as well as Dr. Allison Rossett, CPT, of San Diego State University. It was hosted using Zoomerang and distributed twice to encompass two semesters worth of students: April 2008 and October 2008. There were 123 participants total: 60 completed the survey in April 2008 and an additional 63 completed the survey in October 2008. Students from 14 of the 30 universities participated in the study. See Figure 1 below for more details.

Figure 1. Participant Breakdown by University

As related to this year’s conference, students indicated that they would be more interested in attending an ISPI conference if there was:

  • Discounted admission (72%)
  • Discounted hotel cost (55%)
  • Tools that can be used at school or on the job (54%)
  • Networking events (43%)
  • Mentoring activities (41%)
  • Sessions geared toward their special interests (35%)
  • Job recruitment events (33%)

For more details on the students’ responses see Figure 2.

Figure 2: Initiatives that Motivate Students to Attend ISPI Conference

The survey tested the Conference Committee’s hypotheses, and the data suggest that our assumptions were correct. Therefore, the data validate several new initiatives that are being introduced at the 2009 conference, as well as traditional programs that have been working, including:

Students want…

ISPI offers…

Discounted
admission
>

Student and professor discount admissions package, which enables three students to accompany one professor for $1,000 total.

Discounted
hotel cost
>

Roommate match on HPT Connections (ISPI’s online community). Utilize this blog to find another person with whom to share a hotel room.

Tools that can
be used at school or on the job
>

An Emerging Talent Conference Package, which is a guidebook of information that spotlights the events and resources provided throughout the conference that are specifically targeted to emerging professionals. It will be available at the registration desk for free.

>

A wide variety of educational sessions that often provide take-away assets for attendees.

Networking
events
>

Dinner Network, which includes nightly opportunities to join other attendees for dinner and learn or network around HPT.

>

Community Center, which is an area set up to house sponsor, informational, and educational booths and the bookstore.

>

The industry networking session, which is a way to network around certain topics.

>

Presenter and attendee networking events, where attendees can meet the presenters.

Mentoring activities >

A mentoring event, which is an organized opportunity to meet key opinion leaders in the HPT field, exchange information, and establish a mentoring relationship for the duration of the conference. There are only limited spaces, so please make sure that students register as soon as possible!

Sessions geared toward their special interests >

The conference schedule—ISPI always headlines the biggest names and offers sessions for some of the most innovative topics in HPT.

>

Case Study Competition final presentations and awards ceremony, where the teams will present final results and judges will determine the winners of the first-ever University Case Study Competition.

>

Newcomers orientation, which is a session that includes an overview of what the conference offers and how to choose relevant sessions, as well as an introduction to HPT.

Job recruitment events >

Career Center in the Community Center, which offers opportunities to support students in their future career (e.g., free workshops, seminars, and individual consultations).

>

Online Career Center, where you can post a resume, search for job postings, and more.

So, as you can see from the vast array of options for emerging talent at THE Performance Improvement Conference, April 19-22, in Orlando, Florida, ISPI recognizes the importance of our next generation of performance improvement champions. You won’t want to miss a moment. Register TODAY!

Marci Paino is the lead instructional designer at KARL STORZ Endoscopy. Before joining KARL STORZ, she worked in instructional design and performance technology roles for companies including Microsoft, Bank of America, Institute for Health Maintenance, and NBC.com. She earned her MA in educational technology from San Diego State University and her BS from Ithaca College in organizational communication, learning, and design. Marci currently serves on ISPI’s 2009 Conference and Online Community Governance Committees. Marci may be reached at Marci.Paino@gmail.com.

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A critical success factor is whether or not ISPI can show newcomers the value of maintaining membership and contributing to the Society.

 

 
 

From the Board
A Year in Review

by Matt Peters, CPT, 2008-09 ISPI President

I cannot believe how quickly this past year as flown by! A year ago, we noted how successful ISPI has been over the past 40+ years, and vowed that the Board would focus on improving member products and services, recruiting “emerging talent,” and recapitalizing the ISPI staff over the next 12 months.

The year has pretty much played out as expected. One of the most important accomplishments was the hiring of April Davis as the Society’s new Executive Director. Under her leadership, a great deal of work has already been completed to add rigor to staff operations and increase value to Society members. A new Staff Performance Management Plan (PMP) was developed and implemented. The staff gained and lost a few personnel, the HR and accounting functions were outsourced, and the entire budgetary process was shifted to an accrual basis to improve financial accountability. We launched a new website that will provide the foundation for many IT-based capabilities, including the creation of complimentary Chapter websites and the ability to manage the tremendous amount of intellectual capital the Society produces each year. We have also begun to establish partnerships that allow us to extend our sphere of influence at much less cost than developing and maintaining those capabilities internally. Over the past year, ISPI has fostered new relationships with Franklin University, Boston Conferencing, BP Trends, Balanced Scorecard Institute, CSTD - Canadian Society for Training & Development, The Project Management Institute, and MultiView. And, continued to develop long-standing partnerships with CLO and Talent Managementmagazines, Training magazine, Ithaca, Capella, San Diego State, Boise State, Indiana, and St. Cloud Universities, Darryl Sink & Associates, and SHRM’s HRCI

The Board has championed the “One Society” initiative to enhance our succession planning and more fully integrate and align all of our individual Chapter and international efforts. The Volunteer Committee is actively coordinating the opportunities for new Society members to become more active in Society governance, and we have encouraged new presenters in the ProSeries and in our workshops and conferences. We have also been running a Chapter Service Level Agreement (SLA) pilot with the Seattle, St. Louis, Michigan, Potomac, and Hampton Roads Chapters to determine the best way to provide a wide range of services that have been requested in successive Chapter Health Surveys. The results of this SLA pilot will be presented to the Chapter Leaders’ Workshop on Sunday, April 19, during the Orlando conference. We are working a similar effort with our non-North American members, and will be establishing a new International Implementation Committee to build on the work of last year’s International Task Force. This committee will work with the staff to support non-North American efforts, focusing to support our members in Nigeria, Australia, England (UK), Germany, and Korea first since they have the largest concentrations of current ISPI members.

We have also sought to enhance our “Where Knowledge Becomes Know-How” brand. This “research-to-practice” niche is a valuable domain, but one that requires us to continuously work in both the academic and corporate worlds. Our CPT Industry Teams have become a fantastic forum to address these types of issues. In the academic arena, that means that we need to apply more critical standards to our publications. On the corporate side, we need to connect more directly at the CEO level and understand how we can help those executives be more successful. To help in those areas, the 2009 Conference Committee is working with our members in Fortune 100 companies to advertise THE Performance Improvement Conference, April 19-22, in Orlando where we are offering an Industry Session to share best practices; we are also hosting the 2nd Annual Executive Roundtable.

This remarkable progress could not have been completed without the totally dedicated efforts of your Board and staff. I would like to thank Mary Norris Thomas, Timm Esque, Steven Kelly, David Hartt, Paul Cook, Jeanne Farrington, and Darlene Van Tiem for their devoted and visionary efforts. Throughout the year they tackled exceptionally hard issues and worked together to improve the Society. I would also like to recognize the talents of a few other individuals who have epitomized our Society efforts:

  • Many of you may not yet be aware of the University Case Study Competition, which will be one of the defining parts of our upcoming 2009 Orlando conference, but Matthew Donovan has provided not only the thought leadership, but also the hard work to establish this key program, which I think will become a key feature on our programs for years to come.
  • Over the past couple of years, Brian Grant has almost single-handedly shepherded HPT Connections from a concept to a viable and active Society social networking tool. HPT Connections is now providing the intellectual foundation for potential blogs, Twitters, and so on.
  • Marci Paino has been a very active contributor on the past couple of Conference Committees (along with some other projects), and she epitomizes our “emerging talent.” She is an exceptionally intelligent, energetic, and dynamic role model. If we can continue to attract emerging talent of her ilk, ISPI will be in great hands for decades to come!
  • And finally, Guy Wallace has remained exceptionally active connecting with ISPI “legends,” contributing to our institutional knowledge by producing video podcasts, and providing regular member feedback via My2Cents.

In closing, I would like to thank you for allowing me to serve as your 2008-09 ISPI President. I am constantly amazed at the talents across our great Society and the significant contributions of all its volunteer leaders. I have found this past year to be very rewarding, and I am very pleased that we have Dr. Darlene Van Tiem and another strong, collegial Board to lead the Society this coming year.

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ISPI Member Spotlight
An Interview with Lauren White

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 Lauren White with VISIO Consulting LLC.

Brian: How long have you been a member?

Lauren: Off and on— about 12 years.

What drew you to HPT?

I was affiliated with American Management Association and they became infatuated with ISPI. And they wanted to start getting everybody they knew associated with [ISPI]. And that was before the certification program!

Why were you drawn to ISPI in particular?

Because of the models. Because it makes sense from an intellectual standpoint. It’s academic and cerebral enough to satisfy certain needs but there are a lot of members whom we’ve met and network with who combine an academic approach with a real-world approach. So we like the balance that ISPI brings to it. As far as our partnership goes, I’m a big data person and a big numbers person. I want you to show me the study, show me why this is valid, and show me why we should do it. I wanted to make sure we weren’t just “entertaining” people. We got further enough along in our career where simply being a trainer wasn’t doing it for us. We got plopped into so many initiatives where the client thought they needed training and they really didn’t so we needed something valid to pull us out of that, out of that ditch, if you will. So the trick is keeping things on the road, between the ditches!

Why should someone join ISPI?

ISPI has a lot of balance. [We] respect academia, but we also respect the practice because it’s all about results and not where you went to school or how many degrees you have, which is nice.

If a person on the street came up to you and asked, “What is this ’human performance technology’ thing?” how would you reply?

I’d say: it’s using proven strategies to get human beings to become competent, to actually do what the organization needs them to do so that the company makes money or becomes and remains successful. And everybody wins.

Have there been any situations in your non-corporate, non-business life where you consciously used HPT tools?

We were in the process of relocating from one city to another and we were trying to analyze the benefit to the family and we have elderly parents that we’re trying to move in with us. So in our family room, I posted flipchart paper and created models, created process maps, goal strategies and made sure everybody understood the goals. Well, we were all aligned but my children told me to stop “seminaring” them [laughs]. I think anything, anyplace where you can create a thinking structure, it helps you in your relationships, your business; it helps people like me who tend to be very nonlinear to tighten things up.

What do you feel you have brought to the body of knowledge of HPT?

I validate certain models and other things that ISPI presents at conferences, institutes, workshops, and so forth. And there are certain things that we’ve been using in our management practice for years and we use them because they worked. We were confident that they would work. We didn’t have any numbers or data to back it up. We can vouch that this all works, at conference, at other gatherings, to people just starting their own practice, particularly to young people in some sort of human resources function. I help young people be assertive with their companies and their careers and to not just sit back and take a side view and become so “corporate” that things don’t get taken care of. We’ve found that people who feel disempowered create their own power in corporations and we call that “bureaucracy.” We find any way we can to inspire people to feel empowered so that they avoid creating bureaucracy. We’re happy to contribute to that. We have been affirmed and we are affirming to other people.

Anything in closing?

When you’re in a private practice, there’s always an internal debate about return on investment. It costs money to be at conference. It costs opportunity because we’re not with our clients. I would say that we have gained enough new ideas at conference that help us create a significant return on our investment, within weeks of having attended. And enough so that our clients will be able to make money! That’s a really good thing for people, like us, who are independent contractors.

Thank you, Lauren!

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ISPI Needs New PIQ Editor!


The International Society for Performance Improvement (ISPI) is looking for a new editor to serve a three-year term for our highly-acclaimed publication, Performance Improvement Quarterly (PIQ). PIQ is a highly respected journal in the field of human performance technology (HPT) entering it’s 22nd year of publication. As a peer-reviewed journal its goal is to stimulate professional discussion and to advance the discipline of performance technology through the publication of scholarly works.

The editor should have an understanding of the practice of human performance technology as well as its theoretical underpinnings. The editor must be able to recognize sound applications of performance technology (especially in the workplace) which are supported by the use of theory. The editor must be able to identify valid research and practice related to the field of performance improvement.

For more information, click here or contact John Chen at johnc@ispi.org or 301.587.8570 x106.

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2009 conference banner

Planning Your Conference Experience

by Jodi Crawford, 2009 Conference Committee

Most of us who live in the northern hemisphere are still dealing with wintry weather and cabin fever, which is all the more reason to look forward to attending THE Performance Improvement Conference in beautiful, sunny Orlando, Florida, April 19-22. If you are joining us in Orlando, now is the time to start planning your conference experience.

We have made some changes to the conference program this year, based on feedback from previous conferences. The main difference that you will notice is that there are fewer educational sessions being offered during each concurrent session. This move was taken based on consistent feedback that there were too many options during each time slot, which made it difficult to choose which session to attend. This should also help to increase the number of participants in every session offered. This made the job of selecting which proposals to accept even more challenging than usual for our volunteer track chairs and reviewers, but as usual they stepped up to the plate admirably. We want to thank them again for all of their hard work and dedication in completing this crucial task.

As usual we have a wonderful selection of pre-conference workshops, great keynote speakers, Masters’ Series presentations, the Bagel Barrel, Encore presentations of the most popular sessions from last year, and both experienced and new presenters sharing their HPT knowledge in educational sessions across seven different tracks concentrating on topics from analysis to research. You can access information on the sessions and schedule by visiting www.ispi.org/AC2009. This gives you the opportunity to start planning your agenda before you arrive in Orlando.

Special Walt Disney World® Ticket Prices for ISPI

After a day of networking with your peers, there is still time to enjoy the world-famous Walt Disney World® theme parks. Bring your family along to enjoy the magical experience of Disney at special rates for ISPI Annual Conference attendees. Between Disney World, Epcot Center, the Animal Kingdom, and Universal Studios, there is something to interest everyone and ensure that you have a relaxing and fun time in addition to reconnecting with old friends, networking with new friends, and growing your HPT skill set. Options include tickets to one of four theme parks, multi-day tickets, and other add-ons such as the Park Hopper®. Tickets are available until April 16, 2009. Click here for more information and details on purchasing tickets.

We look forward to welcoming you in Orlando!

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ISPI Announces Election Results!


The votes have been tallied, and the following candidates have been elected to serve as members of ISPI’s 2009-2011 Board of Directors.

James A. Pershing, CPT, PhD
President-Elect
Carol Lynn Judge, CPT
Director
Fred L. E. Stewart, CPT
Director and Treasurer

 

The following Board members retain their seats: Darlene Van Tiem, CPT, PhD (who becomes president in April), Steven J. Kelly, CPT, Paul Cook, CPT, David Hartt, CPT, Immediate Past President Matt Peters, CPT, and April S. Davis, CAE (ex officio).

A special thanks to departing Board members: Jeanne Farrington, CPT, EdD, Mary Norris Thomas, CPT, PhD, and Timm Esque, CPT, for their hard work and dedication to ISPI.

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Adapt or Perish

by Donald Tosti, CPT, PhD

Adapting and surviving in tough economic times will be key themes heard throughout the THE Performance Improvement Conference, April 19-22, in Orlando, FL. Anyone concerned with improving the bottom line during hard times will find helpful and practical solutions at this timely conference.

“Adapt or Perish”…so said Charles Darwin in his Origin of the Species. Businesses also need to adapt and change if they are to survive and thrive. But many companies that have implemented changes often find it takes too long to see beneficial results. Costs are often greater than benefits, and unanticipated road blocks keep cropping up. Still others are suffering from change initiative overload. Most are better at implementing the process side of change than the people side.

An amazing 63% of all change programs result in temporary improvement while 17% fail completely. Those were the findings from a study of more that 200 companies reported in The Economist. Each year millions of dollars are spent on change programs that do not have long-lasting effects. Those in the business of change know the frustration of seeing the results of their efforts quickly erode. A basic problem is that organizations, like the human body, are complex, dynamic systems that tend to go back to their original state.

In tough economic times, organizations cannot afford this rate of failure. The kind of adaptive change that has the best chance of success is one that considers the business system and its environment as a whole. The most successful systemic approaches are those focused on business results and performance. Money spent, technology introduced, or new processes developed alone are generally not the critical factors that guarantee long-term success. Instead, such success best comes from taking a systemic- or performance-based view.

During THE Performance Improvement Conference, you will hear experts share best practices on how to:

  • Identify and deal with factors in job-related changes.
  • Identify and deal with factors in process-related changes.
  • Create effective cultural change and better strategic alignment.
  • Make leadership and management changes that focus on business results.
  • Implement adaptive organizational and structural changes.
  • Facilitate the creation of innovative products and services.
  • Enroll all employees in the process of making adaptive changes.
  • Enhance collaboration across units to better implement change.

Who should attend the conference? Managers, consultants, instructional designers, training directors, professors, performance technologists, performance consultants, human resource managers, human factors practitioners, and organization development specialists, among others.

Donald T. Tosti, CPT, PhD, a consistent contributor to PerformanceXpress, is the founding partner of Vanguard Consulting. He has been a recognized expert in performance-based approaches to organizational effectiveness for three decades. Don has received ISPI’s top two honors: Member for Life and the Thomas F. Gilbert Award. He also served as ISPI president in 2004-2005. Don has also written numerous books and articles on human performance and its application in today’s business world. Don may be reached at Change111@aol.com.

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An amazing 63% of all change programs result in temporary improvement while 17% fail completely.

 

 
 

Tales From the Field
Improving a Core Measure at an Acute Care Facility

by Melissa Davies and David Smith

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.

Performance Improvement at St. Luke’s Regional Medical Center

The performance improvement department at St. Luke’s Boise/Meridian Medical Centers, headquartered in Boise, Idaho, is charged with the task of defining, planning, designing, prioritizing, measuring, assessing, implementing, and reporting performance improvement efforts for the organization. St. Luke’s participates in public reporting of core measures as stipulated by the Joint Commission, a healthcare accreditation organization. Performing assessments and providing vaccinations for pneumococcal and influenza are part of the Pneumonia Core Measure Set. This article describes how the involvement of the performance improvement department helped to produce positive changes in the results.

Understanding Needs with Kaufman’s Organizational Elements Model (OEM)

The overall relationship among multiple layers of end results regarding the stated part of the Pneumonia Core Measure Set can be better understood by using Kaufman’s OEM (1983):

  • The Mega-Level—Each year in the United States, an estimated 175,000 people are hospitalized due to pneumococcal pneumonia. Additionally, complications due to influenza are estimated to hospitalize over 200,000 people and kill 36,000 annually (National Foundation of Infectious Disease, 2008).
  • The Macro-Level—Organizationally, St. Luke’s chose to aggressively pursue immunization screening and administration levels within the 90th percentile for the Pneumonia Core Measure Set. This achievement will place them in the top 10% of hospitals nationally for this quality measure.
  • The Micro-Level—All patients should be screened, vaccinated, or both prior to discharge from the facility.

With a goal of improving the end results, the hospital’s Clinical Practice Council collaborated, established, and distributed a new nursing protocol for screening and immunizing patients in November 2007. Disappointingly, five months later, this resulted in no discernable improvement in the screening and immunizing of patients. At this point, the council engaged the performance improvement department, which then established an interdisciplinary “Immunization Team.” The team’s first task was to identify barriers hindering 100% compliance and establish a process to screen, vaccinate, or both 100% of patients prior to discharge from the facility.

Analyzing Barriers with Affinity Diagram and Fishbone Diagram

The Immunization Team began their work with a brainstorming session using sticky notes to capture their ideas. From these notes, they created an affinity diagram, reevaluated the information, and organized it into a fishbone diagram (see Figure 1). The diagram categorized barriers to compliance, which consisted of process, people, policy, and IT/Documentation.

Figure 1. A fishbone diagram, analyzing barriers to 100% immunizations

Reflecting on the Performance Improvement Process

  • OEM Levels—Although St Luke’s cannot make changes to completely eradicate the impact of pneumonia and influenza (mega-level), they can make changes and improvements within their facilities (macro-level). The lack of a formal organizational process for screening patients and providing the necessary immunizations when indicated caused less than desirable performance in screening and vaccinating patients (micro-level). This is where the deficiency was found, and a new process for those assessing patients for immunizations was needed.
  • Means to Ends—The performance improvement department focused St. Luke’s efforts on creating a process for screening and immunizing patients. Establishing this process created the avenue (means) necessary to achieve 100% compliance. Educating the direct caregivers ensured that they would initially and permanently follow the newly established process. This supported achievement of the 90th percentile for the Pneumonia Core Measure Set (ends).
  • Collaboration with the Performance Improvement Department—The Clinical Practice Council first distributed its new protocol in November 2007. Five months later and showing no noticeable improvement, the Immunization Team was formed with the help of the performance improvement department in March 2008. This resulted in the achievement of 100% compliance by May 2008. Engaging the performance improvement department earlier in the process may have resulted in achieving the desired results more quickly. Collaboration with the performance improvement department provided a more global perspective that is closely aligned with OEM. This allowed for identification of the gap and the benefits to both the organization and society when closing the gap.

References

National Foundation of Infectious Disease. (2008). Influenza: Media overview, July 2008. Retrieved from www.nfid.org/influenza/media.html.

Kaufman, R. (1983). A holistic planning model: A system approach for improving organizational effectiveness and impact. Performance and Instruction, 22(8), 3-12.

Melissa Davies is the Supervisor of Clinical Operations at St. Luke’s Boise/Meridian Medical Centers in Boise, Idaho. She is currently pursuing a master’s degree in instructional and performance technology, having completed her undergraduate work in health information management with a business emphasis. Melissa may be reached at m_davies_@hotmail.com.

David Smith is a Business Analyst for TSYS Technology Center in Boise, Idaho, and also working toward a master’s degree in instructional and performance technology from Boise State University where he also completed his undergraduate work in computer information systems. David may be reached at DavidSmith7@u.boisestate.edu.

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What is at THE Performance Improvement Conference for You?

by Luise Schneider & Dawn Papaila, CPT, Co-Chairs 2009 Conference Committee

The happiest conference committee on earth would like to let you know what you can expect at THE Performance Improvement Conference, April 19-22, in Orlando, FL. We have brought you many new and exciting components to this year’s conference. Here are the services you can take advantage of before and during the conference:

Roommate Match

If you are looking for someone to share a room with in Orlando, go to HPT Connections and post or answer to a post at http://community.ispi.org or you can go to 2009 Orlando conference and click on “Roommate match.”

Dinner Connection

In case you would like to find someone to spend the evening with and go out for dinner, we will help you. Just go to the Community Center starting the afternoon of the Opening Session and review the options available for evenings during the run of the conference.

Restaurant and Field Trip Guide

If you have people to spend the evening with but no idea how to reach the restaurant of your taste, go to the Community Center where we will have brochures and information about dining and other attractions in greater Orlando available for your review.

If you want to spend more time at Disney, we have enthusiastic experts who will be happy to tell you where things are and how to get there.

Orientation and Language Help

If you are unsure which session to go to or if the program leaves questions open for you, you will find help. In the Community Center, we have volunteers who can assist you in English, French, Spanish, Korean, German, or Russian, if that helps. Come and make an appointment with one of our talented ISPI members! If you are interested in volunteering your language skills during one of the conference networking breaks, please contact Don Steiner, CPT, at dlsteiner@yahoo.com, and put “language volunteer” in the subject line of the email.

So You Want To Discussion Tables

In case you would like to use the breaks to learn about ISPI committees, presenters’ books, recently developed tools, or other professional subjects, come to the So You Want To discussion tables in the Community Center. The program can be found in the conference brochure.

University Case Study Competition

Beginning in January 2009, five universities have been competing in ISPI’s inaugural University Case Study Competition. Three finalists will present their detailed intervention proposals at the conference in front of a panel of expert judges. The audience will benefit from hearing the team presentations and the dialog between the judges and each team. Go to www.optionsix.com/ispi to view the Case Study Competition web portal.

Emerging Talent Mentoring Session

If you have recently graduated or are otherwise new to the profession, ISPI considers you emerging talent. You have the chance to find a mentor for the conference who can introduce you to other performance professionals and answer your questions. To register contact 301.587.8570 or contact John Chen at johnc@ispi.org.

Attendee Luncheons

This year the registration includes two lunches for all registered attendees. This will be the place where we can applaud the award winners, network, and relax. On Monday, April 20, ISPI will recognize our 2009 Award of Excellence and Honorary Award recipients. Come learn about the best in the profession. On Tuesday, April 21, attendees will enjoy an informal networking lunch.

Networking Session

This is a session where attendees can network with industry and business leaders and ask questions along topics of their interest.

Evening Leisure Networking

Presenters come to the Community Center in the evenings and attendees have the chance to ask additional questions or to discuss specific projects.

Similar to the past 46 years of conferences, you will find many professional and timely presentations, led by HPT experts in various fields. This year’s presenters have been encouraged to present more interactively, and we are all curious what will result. Here are some examples of this year’s presentations:

  • The Relationship between Successful Mentoring Relationships and Exemplary Leadership Practices
    Fred L. E. Stewart, CPT, VSD, LLC, and David C. Moniz, PhD, VSD, LLC
    The improvement of overall organizational performance is directly related to the performance of individuals within the organization. With an organizational objective of ensuring success through leadership development, a well-established mentoring process is one intervention designed to meet this need. Formal and informal mentoring practices have predictable advantages and disadvantages. Successful mentoring programs consider these advantages and disadvantages in deciding the best approach to utilize in achieving the objectives of the organization.
  • How to Do a Performance Assessment of a Whole Organization
    Klaus D. Wittkuhn, CPT, Performance Design International
    Performance assessments of whole organizations are rarely done. Still they provide the best opportunity to understand how organization-, process-, and job and performer level are interconnected and finally constitute the organization’s performance. If you want to see the “big picture” of an organization’s performance, this presentation is for you. It will guide you through a systematic assessment approach and illustrate each step along with project examples.
  • Best of 2008: Important Research Findings You May Have Missed
    Ryan Watkins, PhD, George Washington University
    Finding the time to keep up with the prolific and diverse research of HPT, HRD, HRM, ISD, OD, psychology, management, and other related fields is a daunting task. Nevertheless, translating these research findings into practical applications remains the foundation of success. For this session, leading researchers—across multiple disciplines—were surveyed to identify the top research articles of 2008. A synopsis of each will be presented along with ideas for applying the results in your practice.
  • Combining Science and Creativity to Teach Concepts
    Darryl Sink, EdD, Darryl L Sink & Associates Inc.
    Concepts form the foundation of much of our learning and communications. Concepts enable us to clearly communicate and correctly recognize things in our environment. So, what is the scientific way to teach a concept, and how can we combine that knowledge with creative instructional strategies making learning concepts more memorable and interesting to the learner? In this session, experience the power of using more creative instructional strategies for teaching concepts.
  • Crossroads: How HPT and IT Can Improve Organizational Performance
    Alan Ramias, Performance Design Lab
    Information technology is so pervasive that practically any effort to improve human performance also involves addressing the technology supporting the human performer. Yet there is a growing gap between business expectations and solutions from many IT shops. HPT practitioners are in the perfect position to help close the gap with HPT principles, practices, and tools. This session describes the business-IT gap, provides a model for closing it, and describes HPT’s unique opportunity to lead the effort.
  • Job Aids and Performance Support: The Next Generation
    Allison Rossett, CPT, EdD, San Diego State University
    Performance support helps us get things done—without going to school on the matter. What is performance support? What does technology add to the humble print job aid? Rossett & Schafer (2007) tamed the domain into two kinds of support: planners and sidekicks. What are these forms? And don’t you need a million dollars to build them? In this session, we will describe performance support, tour examples, and invite participants to test these ideas on their challenges.

One of the continuing highlights will be the Cracker Barrel. Come and get an introduction to three different areas of expertise in a “quick hit” format. You can click here for a full listing of these roundtable discussion topics and educational sessions.

Imagine being in Orlando, Florida, in April. You will network your way to new career opportunities while your family visits “The Happiest Place on Earth.” What a terrific opportunity. Surely we will see you in Orlando!

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In Search of Job Satisfaction

by Marshall Brown, Marshall Brown & Associates

There is no quick fix to finding fulfilling work—you know, the kind of work that gets you out of bed in the morning before the alarm clock rings. Some people give up on the pursuit of job satisfaction altogether, buying into the belief that work is a means to end, a necessary evil, something you have to do to pay the bills.

Others believe that job satisfaction is linked to finding a new job. They believe their lack of fulfillment is rooted in the job itself, or in the organization they are working for. They stay at one job until the honeymoon is over, and then they move on to another.

But moving on is becoming increasingly difficult. Our economy is in a major slump, and new jobs are hard to come by. Not to mention that moving from job to job is an exhausting endeavor in itself…especially when you never really find what you’re looking for. It is like Sisyphus arduously rolling a boulder to the top of a mountain, only to have it fall back on its own weight. People who have hopped from job to job hoping to find fulfillment and purpose know these efforts are very rarely rewarded.

Forget the economy, forget everything you have been told about job satisfaction, and focus on these two facts:

  • You do not have to accept the slump you are in.
  • It is possible for you to find satisfaction…in the job you have right now.

There are no quick fixes. You will have to take responsibility for your own situation, and you will have to make a serious commitment to your job and career growth. But your efforts will be rewarded. My goal in writing this article is to help you determine what you need and want from your job, so that you may make the positive changes necessary to achieve fulfillment and satisfaction in your current position. It can be done.

Rank the 10 areas that contribute to your personal job satisfaction below, from 1 to 10 (with one being the most significant).

___ Financial Reward

___ Advancement/Recognition

___ Process

___ Expression

___ Relationships

___ Stability

___ Impact

___ Structure

___ Environment

___ Balance

To what degree are your expectations being met in your current job? Ask yourself the following questions:

  • How are your top three needs being met either fully or somewhat at your current job? Give specific examples.
  • What needs are not being met at your current job? Give specific examples.
  • What are the major gaps between what you are currently getting from your job and what you truly need to feel satisfied?

Marshall will be presenting in ISPI’s Career Center at the 2009 conference in Orlando. Would you like to discuss your career goals with a professional coach? Do you want to have your resume reviewed? Want to practice your interviewing skills and get immediate feedback? Don’t miss an opportunity to meet with a career coach one on one. Space is limited. Contact Francis George at 301-587-8570 x110 or send an email to francisg@ispi.org.

Marshall Brown, a certified career and executive coach, has always had a passion for helping people find ways to live more fulfilling lives. As a coach, Marshall helps individuals to find their passions and encourages them to move ahead in reaching their goals. Marshall may be reached at marshall@mbrownassociates.com or www.mbrownassociates.com.

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To hear more from Marshall, register to attend his Building Success Through Strong Networking SkillCast Webinar on March 3. Space is still available.

 

 
 

CPT News from Around the World

Enter the Healthcare Story Contest!

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

Special Work by CPTs on the Pharmaceutical Industry Team

I want to introduce you to a special group of CPTs who make up the Pharmaceutical Industry Team. They are Edith Bell, PhD, Pete Hybert, and Ellen Pericak Schmidt. This team was created to explore how CPTs and human performance consultants and practitioners implement HPT in the pharmaceutical industry. To accomplish this, the team invited 400 members from the pharmaceutical industry to participate in a short survey consisting of 14 questions. The survey questions were divided among three sections: employment, membership in pharmaceutical industry organizations, and employer understanding of HPT. This article reports on the survey findings.

Participants’ Employment

Thirty-five participants responded to questions about employment. Of that number, 63% indicated they have been working in the field of human performance 10 years or more; 91% work for large or global pharmaceutical companies; and 88% are involved in supporting or developing pharmaceutical and therapeutic medication. This experienced group of practitioners performs or supports sales (23%), manufacturing (31%), research and development (26%), or quality (29%).

Participants’ Membership in Pharmaceutical Industry Organizations

Of the 13 participants who responded to membership in industry specific associations, 23% belong to the Parenteral Drug Association, 23% belong to the Healthcare Businesswomen’s Association, and 62% belong to other associations such as the Society of Pharmaceutical and Biotech Training or associations that are not pharmaceutical specific such as ISPI.

The participants are active contributors in the associations to which they belong. (Participants could select more than one activity.) The survey showed: 58% delivered one or more presentations, 50% served on one or more committees, and 42% conducted one or more workshops. The primary audience for these activities was training and performance improvement professionals (55%), management and leadership (27%), and clinical specialists or cross-functional individuals (18%). Topics for these activities included performance improvement, job certification and testing, and marketing competency development. The Pharmaceutical Industry Team understands that a major challenge exists for participants in their ability to share information outside their workplace because of the proprietary nature of pharmaceutical companies’ work, processes, and results.

Employer Understanding of HPT

Twenty-eight participants responded to questions about their employer’s understanding of HPT. To increase awareness of HPT, participants provide coaching and mentoring (85%), consult (70%), give presentations (70%), and do training (56%). (Participants could select more than one option.)

Seventy-one percent of the participants agree that their employer recognizes HPT, and 71% agree that their employer adopts HPT solutions. However, results were divided regarding whether their employer values the CPT certification; 39% indicated it is not valued, 29% indicated it is valued, and 32% indicated not applicable. This suggests there is still work to be done to influence employer perception of the value of CPT certification.

Participants indicated numerous barriers to promoting HPT in their workplace or to outside organizations. The prominent reasons were time, resources, competing methodologies such as LEAN, and strong resistance to change.

When asked how ISPI could support their efforts to increase awareness of HPT within the pharmaceutical industry, participants gave numerous responses, which generally fell into the following categories:

Tools or resources for explaining HPT:

  • Resources that lead analytical individuals such as engineers and scientists through an HPT intervention
  • A five-slide customizable presentation on the process and value of HPT and CPT certification
  • Cases that demonstrated how performance support had positive outcomes, and success stories of successful HPT implementation in the pharmaceutical industry that could initiate conversations

Support from and with leaders:

  • Lobby agencies and employers to advocate the requirement of CPT certification for higher-level jobs
  • Communicate with senior and middle management about the benefits of HPT

Performance consultants working in the pharmaceutical industry face the same challenges all CPTs and human performance consultants and practitioners face—getting the HPT message and value proposition across to non-practitioners. They also face unique challenges such as tight regulatory constraints on processes and changes. In the coming months, the Pharmaceutical Industry Team will be looking for ways to address these challenges.

The survey participants provided a starting list of associations, conferences, and publications that the team will make available. The team plans to work with other industry-specific teams to build on existing (or in-process) communication tools such as elevator speeches, and typical objections and responses to help support conversations with leaders and other non-practitioners. In addition, the team members are investigating how to build a network in which individuals can share challenges, strategies, and ideas without risking the exposure of proprietary company information. Please send your ideas and suggestions to Judy@ispi.org.

Edith E. Bell, CPT, PhD, is principal consultant for Bell Design Technologies, Inc. She has more than 15 years of knowledge and expertise in performance improvement, particularly focusing on designing and implementing performance support tools and systems and training for small businesses within the multigenerational workplace context. Edith received an MBA. from Aurora University (Ill.) and a PhD from Capella University (Minn.) in education with the specialization of training and performance improvement. She is a member of the adjunct faculty at Columbia College of Missouri. She is developing a course on critical thinking for leaders, which she will teach, as part of a new graduate program to be offered at Benedictine University (Ill.) through Moser College for Adult and Professional Studies. Edith’s primary research interest is the perception by employees (especially across generational dimensions) of their work environment, and its influence on selection and development of performance improvement solutions. Edith may be reached at ebell@belldesigntech.com.

Pete Hybert, CPT,started in the field of human performance as an instructional designer with MCC Powers in 1984. In 1989, he went to work for SWI as a consultant. In 1998, he became a cofounder of CADDI; and in 2002, he started his own firm, PRH Consulting. His projects have spanned audiences from leadership to operations, from engineers to call center agents, from sales people to systems installation and service technicians. Pete has authored more than 20 articles and has presented over 30 times at international conferences as well as local chapters of ISPI and ASTD. He has written a chapter on performance testing, which will appear in Wiley’s Handbook of Measurement and Evaluation in the Workplace (scheduled for publication in March). He has also served as the chairperson for ISPI’s Awards of Excellence Committee, ISPI Nominations Committee, and the ISD track conference subcommittee. In addition, Pete served as Chicago ISPI Chapter President. Pete holds an MSEd degree in instructional design and is a Certified Performance Technologist. Pete may be reached at pete@prhconsulting.com.

Ellen Pericak Schmidt, CPT, has 20 years’ experience in the performance improvement field and has worked as a consultant for various companies in Indiana and Europe including her most recent employer, Eli Lilly and Company. She joined Lilly in August 2001 as a Performance Improvement/Capabilities Consultant. Her area of focus is team effectiveness, working closely with leadership and team members to improve the performance and effectiveness of the teams within Lilly’s Research and Development organization.

Ellen has been affiliated with ISPI since 1995. She has served on several committees including the Nominations Committee where she also served as Chair, the review committee for conference proposals, and most recently the Awards of Excellence committee. In 2001 she was a member of the start-up team for ISPI Europe where she coordinated and held the first planning meeting in Brussels, Belgium. In 2003, Ellen earned the designation of Certified Performance Technologist. In 2008, she became certified to review CPT submissions and is currently participating as a member of the CPT Pharmaceutical Industry Team. Ellen has attended numerous ISPI conferences and co-presented a session on an implementation success case with encore recognition at both the 2005 and 2006 international conferences. Ellen holds a Bachelor of Science in Music Education from Butler University and a Master of Science in Instructional Systems Technology from Indiana University. Ellen may be reached at eschmidt1106@sbcglobal.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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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:

Assurant
Call Center Developer/Facilitator
Job Location: Addison, Texas, 75001
Job Type: Full Time

Government Agency
Performance Management, Chief Title Code: 202280
Job Location: Atlanta, Georgia, 30303
Job Type: Full Time

Graduate School, USDA
Curriculum Manager
Job Location: Washington, Dist. Columbia
Job Type: Full Time

Lockheed Martin
Training & Development Representative Staff
Job Location: Ballston Spa, New York, 12020, United States
Job Type: Full Time

Resource Associates Corporation
Consultant/Trainer
Job Location: Nationwide, United States | Nationwide Locations, United States
Job Type: Contract

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ISPI Seeks Student-Volunteers for Professional Evaluations at The Performance Improvement 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.
  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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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, March 3, 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

 

  • March 3, 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 18, Using the Balanced Scorecard as your HPT Framework with Howard Rohm

  • March 24, Behavioral Interviewing with Sharon Armstrong
  • April 8, 2009, How to Turn Learning into Improved Workplace Performance with Calhoun Wick
  • May 13, Accelerating Top-Line Sales Performance with Paul H. Elliott

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.

Join us for THE Performance Improvement Conference, our Annual Conference, April 19-22, 2009, in Orlando, FL. Early registration rates have been extended! Register today!

 

 

Capella University offers the only graduate specializations that include certification in the Phillips ROI Methodology™, and Capella is one of the very few universities to partner with ISPI to expedite the review process for ISPI’s CPT certification. For more information, visit www.capella.edu.

Put the Power of Personality to Work for You. ISPI-approved CE workshops coming to Chicago: April 24—Qualification Training for the 16PF® Questionnaire; May 15—Applying Personality Insights to Maximize Executive Coaching; June 12—Advanced 16PF® Interpretation. 800.225.4728 www.ipat.com/training.

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.

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 donít miss important announcements and valuable offers from ISPI!

ISPI
1400 Spring Street, Suite 260
Silver Spring, MD 20910 USA
Phone: 301.587.8570
Fax: 301.587.8573
info@ispi.org
www.ispi.org

 

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