September 2010

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In this issue:

Conflict Resolution Tips

Ad: Performance Technology Toolkit


Multi-Tasking as a Leadership Norm

Ad: Performance Improvement Handbook

What’s Next with Rossett, Gayeski, & Rosenberg

Shaping ISPI's Future

From the Board

SkillCast Webinar
Web-Based Collaboration Tools

Contest: Exposing Exceptional Performance in HR

Announcing Skillcast Season

Building a Higher Performance Culture Conference

Tales from the Field

CPT News

Are You Recognized for Your Work?

Career Center

Performance Marketplace

Join ISPI Now!

Newsletter Submission Guidelines

ISPI Board of Directors

ISPI Advocates

Back Issues





Conflict Resolution Tips—Influence Without Authority in Change Management

by Stephen Warrilow, Lynton Glenthorne, Ltd

“It is not always evident when you are going to make a withdrawal from the favor bank of politics,… but it is always obvious you are making a deposit.”

There are many situations where we are not in charge, we do not have formal authority and yet we need to resolve things and get things done.

In change management there are often situations—especially political situations—where as change leaders and change managers we cannot force people to do things and we do not have formal authority to influence outcomes and often there is resistance and sometimes conflict.

This where the power of informal networks matters, in change management this really is one of the most powerful conflict resolution tips—the power of influence without authority—the influence that is gained by the practice of “the law of reciprocity”.

Assume everyone is a potential ally

This is a more constructive mind-set than assuming an adversarial approach. It is all too easy to stereotype people and project our own experiences and feelings on to the other guy. As somebody once said; before criticizing a man—and making assumptions about his motivations, walk a mile in his shoes.

There will be occasions when you need something or support from a person who has no formal obligation to cooperate with you.

A good place to start is to begin by reviewing what you know about that person to see if there are areas of overlapping interests that could form the basis of an alliance.

You always have something in common with the other person—you are both human beings. As Dale Carnegie advised in How to Win Friends and Influence People, become genuinely interested in other people—as people, encourage others to talk about themselves, be a good listener, always talk in terms of the other person’s interests.

Clarify what you want, when and why

It is important to be very clear about what you want from a potential ally. Be very clear about your organizational goals and your personal goals—which may not be the same thing.

You also need to be clear about your priorities and the order of your priorities, and timescales—what your short term and long-term goals.

Is your focus task oriented and you are prepared to jeopardize or sacrifice a relationship of is your focus on preserving or improving a relationship?

Understand the other person’s situation

It is extremely useful to understand—or attempt to understand—the organizational influences, pressures and requirements of a possible ally.

Once you focus on this you can directly and indirectly ascertain a lot of information about the other person’s situation. Find out what they care about.

Identify the trading currencies

You will probably have a reasonable idea of what a potential ally can do for you, but it is useful to assess what you bring to the table.

We often have more resources than we may realize.

This all about identifying “secondary currencies”—that is things that have a higher perceived value to the other person than they do to you. This could be relationships, knowledge, connections, information, influence or any one of many things. This is why understanding what matters to the other person is so important.

There is one secondary currency that we all have, and that is to be aware of and sensitive to the other person as a human being and to look for and implement ways of building a connection. We all have insecurities and needs for approval and recognition. Change leaders who exercise high levels of emotional intelligence and self-awareness will nearly always find ways of connecting with people.

Building and utilizing relationships

The first aspect of this is the nature of your relationship with the other person. Is it good, bad or indifferent? If it is anything less than good, then clearly you are going to need to invest time and energy in building trust and credibility.

The second aspect of developing and dealing with relationships is the preferred communication style of the other person. Do they like lots of analysis and facts and figures, or are they visual and appreciate graphics, power-points multi-media, or are they kinesthetic and prefer to engage them directly and physically in what you are seeking to communicate

Influence when the time is right to trade

Once you have undertaken the analysis of the other person’s situation and what is important to them, identified “trading currencies” and assessed and where necessary improved your relationship, then (and only then) are you in a position to “trade” with the other person—when the time is right.

The timing will dictated by their attraction and need for what you have to offer balanced against your need for what they have to offer. Other factors affecting the timing and nature of the “trade” will be the organization’s culture and the unwritten rules about “how things get done around here” and bluntly how many risks you are prepared to take.

Stephen Warrilow, based in Bristol, works with companies across the UK providing specialist support to directors delivery significant change initiatives. Stephen has 25 years cross sector experience with 100+ companies in mid range corporate, larger SME and corporate environments. He may be reached at

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There will be occasions when you need something or support from a person who has no formal obligation to cooperate with you.



FDA and Industry Standards & Guidelines Model

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

Here at TrendSpotters Central, we are always interested in practitioners who bring performance improvement technologies to related fields, enlightening others while enriching the cannon of HPT. We are therefore especially pleased to welcome Pat Patterson, CPT,, to this space. Pat, a human factors expert with many years of success in the performance improvement arena, is president of Agilis Consulting Group. Agilis,, specializes in human factors engineering and performance-based training and labeling (instructions, in FDA-speak) for medical devices and products. At Agilis, Pat applies the systematic, research-based methodologies of HPT in combination with human factors engineering to improve how people learn to use information and technology to produce measurably superior results.

Human factors is a systematic, data based science that addresses how people interact with technology. When applied to medical devices, human factors focuses on the safe and accurate use of the device in the hands of the user. Its rigor meshes effectively with the systematic approach we take in HPT work. Pat contributes the FDA and Industry Standards & Guidelines model to the TrendSpotters Open Toolkit (TOT).

Genesis of the FDA and Industry Standards & Guidelines Model

Pat evolved this model specifically for performance improvement professionals to help us relate the systematic approach we use in our practice to human factors engineering in the medical arena. It is derived from the work of Robert North, PhD, and chief scientist for Agilis Consulting. Pat credits Joe Harless and his front-end analysis work for much of what she has learned and applied successfully over the years.

Description of the Model

The FDA and Industry Standards & Guidelines model is an iterative process model used in the development of medical devices. The Federal Drug Administration (FDA) requires that such devices meet specific standards for safety and usability before they can be cleared for sale. The model shows the process Agilis uses to help clients develop medical products to FDA standards and guidelines so they can then be brought to market successfully:

  • On the left—Conduct a Front End Analysis & Risk Management Strategy to analyze the characteristics of the device’s users and their environment
  • In the center—Use the Man—Machine Interaction to explore the users’ approach to the particular medical device and investigate how users think about and interact with it
  • On the right—Analyze user results in a Post Market Analysis and produce Adverse Event Reports so the product can be further improved

Figure 1. FDA and Industry Standards & Guidelines Model
Adapted form R.A. North, 2010. Used by permission.

How to Use the FDA and Industry Standards & Guidelines Model

The model can be used effectively:

  • To ensure that a medical device is FDA compliant, as Pat uses it
  • For safety-related projects in hazardous industries like nuclear power or mining
  • In projects related to the environment and the hazards that threaten workers or wildlife, such as the recent BP oil disaster on the Gulf coast of the U.S.

Of particular interest to performance improvement professionals is the left side of the model with its focus on front-end analysis. Here, we ask questions to accurately profile the intended worker/user population against the requirements of the work or equipment. Then we explore the characteristics of the environment in which the work is performed or the equipment used. More detailed questions here can produce vital information for project design considerations.

Findings from the front-end analysis feed into the center of the model where the iterative process becomes more apparent. Here, we explore:

  • Human Capabilities—how much information the workers/users are able to remember and recall, and what conditions could produce performance errors
  • Mental Models—how workers/users think about the systems/devices they use
  • User’s Role in System—is the worker/user alone or in a team
  • Performance Aids—materials and training that will best support the worker/user
  • EPSS—electronic performance support to provide to the worker/user
  • Verification and Validation—ensure that the complete performance system supports the user under real-world conditions

As information is developed, we continue to refine it and make adjustments to each component in this section of the model.

Finally, the Post Market Analysis, or post implementation portion of the project, will produce additional information for the next version or update. We feed the data from here back into the center of the model to continue to refine the process.

Success Story

Agilis worked with LifeScan, Inc. to gain FDA approval for a new blood monitoring system. Agilis used the human factors approach of the FDA and Industry Standards & Guidelines model to create effective product design, labeling, and training. Performance based training methods helped them to reach desired outcomes. Clinical studies were conducted at one, two, and three-year intervals after the initial training. With no additional training, patients were able to produce accurate blood test results with a deviation of less than +0.5 INR units from that produced by healthcare professionals. These patients had no experience using a self-testing medical device, no prerequisite skills or knowledge, and no consistent reading or language skills.

Advice to Users

Pat suggests that we carefully explore and describe who will be using the product or system. We want to ask about target users’ physical and mental conditions so the product/system can be designed to accommodate their strengths and limitations. We also want to specify any constraints in the users’ environment that could hamper proper use of the product or system. It can be argued that we in performance improvement would do well to increase the detail of our user and environmental analyses to mitigate potential obstacles early in the design and development process.

Links to the Performance Technology Landscape

The FDA and Industry Standards & Guidelines model supports these principles of Performance Technology:


Focus on Results—the result is expressed as a use goal for equipment or a system that drives the project


Take a System view—uses an iterative process to continually uncover requirements and constraints and systematically design to meet them


Add Value—prevent performance issues on the front end, design to resolve them, and provide evidence that the product is used to specifications


Establish Partnerships—stakeholders include manufacturers, FDA, users, and practitioners

Application Exercise

Try using the FDA and Industry Standards & Guidelines model with a current project. Expand the information you gather about your target users and their individual characteristics beyond your usual parameters. Then make an in-depth exploration of the work environment and the constraints it presents. Continue on to apply those elements of the model that will enhance the design component of your project.

Direction for Performance Improvement

In the medical field, there is a critical focus on following evidence-based guidelines for protocols, treatments, and devices. Likewise, we in performance improvement should stress our use of research-based models, tools, and techniques in our work. Pat believes that performance improvement practitioners will increasingly take the systemic view that we emphasize in HPT and look at the whole system as we work. We must be braver about measuring and evaluating our materials and strive for objective validation processes as we develop and implement performance improvement solutions.

Learn more about Human Factors work at these sites:

Find all the models and tools featured in TrendSpotters at

You may reach Carol Haig at or at; Roger Addison may be reached at Roger blogs at

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I Wear Many Hats!
Multi-Tasking as a Leadership Norm

by Irving H. Buchen, PhD, Capella University

What are some of the new goals and roles of leaders? What are the new or future hats they are expected to wear?

The Big Hat

Control over business environments is no longer a meaningful management assumption. Fluxy and mercurial jobs reflect not just internal change but external intervention. The enemy is not outside but inside the gate. China has become everyone’s coworker; Wal-Mart every retailers’ partner. Similarly, the CEO increasingly is no longer a subject but also an object, not one who gives but also takes orders.

The difference is that CEOs have to explain what has not been explained; that driving constantly changing goals and roles are paradoxically now both permanent and transitional or permanently transitional. Unless CEOs take on the role of describing the new big picture, all leadership mentoring and succession plans will miss the mark and company futures may be jeopardized. In short, if any new MBA leadership curriculum is to be developed, it should not only be designed by those now doing whatever it takes, but also the one in charge should be a CEO-CLO (Chief Learning Officer).

The Wide Brim—Scale and Depth

CEOs also have to take on the additional formidable task of addressing the extent and depth of the contexts of change. In magnitude it matches the communication task of NASA having to demonstrate the benefits of outer space to earth. It regularly recalls the communication strain of the EPA and environmentalists in general to connect the dots of one individual’s car exhaust to global warming. The CEOs version of that task is to demonstrate in persuasive detail how the global economy has become now the company’s local economy-how independence is now interdependence—how wide are the hats all CEOs now must wear as CGOs (Chief Global Officers).

The HR Hat

Taking a leaf from his own change book, the CEO has to preach what he practices. He has to adopt HR as his driving focus and cause. Talent acquisition and retention have to become his highest priorities. In the process, talent has to be redefined to minimize job territoriality and to maximize job cross over. Alignment now has to be designated not only as a talent initiative, but also an intense collaborative process that has to be renegotiated daily. In short, the CEO has to commit to the centrality of the workforce by becoming CEO-HR.

The Hard Hat

If ever there were one meaningful, aspirational and operational miniature of the whole, it would be teams—but not just their prevalence but teaming as a work ethic and culture. The literature has clearly documented both the power of teams as well as alas their less than inadequate training and performance. A key agenda priority of the CEO is to link his advocacy for teaming to the global economy-as the way of simulating both internal and external collaborative diversity and thus offering micro versions of the macro as the definers of a collective talent culture and corporate identity. His insignia is CEO-Team.

The Top Hat

Again and again experts on teaming lament its general absence at the top—often a double absence—failure of commitment and of practice. Evidently that top hat is the hardest hat for CEOs to don. There may be many good reasons why CEOs do not want to go there or previous attempts may have been botched or backfired. But the clear and insistent message of changing goals and roles is that the lone ranger CEO is not the future and new and different effort should be made to wear the top hat of executive teaming.

One experimental approach which has been used with some success and which might break new ground is a variation on the team principle of the Roman legion: primus inter pares-first among equals. There is only one first and he remains so, but such primacy is played out in a context of equality. Thus although initiative always belongs to the CEO, he has to chose carefully or invite sharing because his decision inevitably will be reviewed not by inferiors but those equal to him in intelligence and experience.

Over time an additional variation was developed which accounted for the world-wide success of the Roman legion on the one hand and which now supports its current global application: rotational steerage. Because challenges changed and often required different expertise, he who is first invited one of the equals to lead the team. All understood that such an advantage was temporary and that rotation still rules and returns to the original configuration. Such sharing dramatically underscores how important it is for CEOs to select equals as team members; to value diversity and independence; and to inculcate a culture of respectful take-over and trying-out as a succession strategy. Indeed, success and succession not only share the same root, but also celebrate the futuristic synergy of executive teams. Appropriately then the new top hat should read: CEO-Top Team/Dog.

The above new and multiple goals and roles of the CEO redefine executive multi-tasking as a series of leadership hybrids. As such they may be summarized by his now wearing five hats, each one embroidered with the following extended acronym insignias:

  • CEO-CLO—Learning
  • CEO-CGO—Global Range
  • CEO-CHR—Workforce Centrality
  • CEO-CTC—Team Culture
  • CEO-CTCT—Top Team Collaborative Leadership

Perhaps the best challenge for a big head is not only to wear many different hats, but also for them to be large and futuristic enough to grow into.

Irving H. Buchen, PhD, currently serves on the doctoral business faculty at Capella University and is a curriculum consultant to IMPAC University. He is also Senior Research Associate to Canis Learning Systems, which develops future-driven degree programs. He is an editor of training for The Futurist and serves on the editorial board of the journal Foresight. He may be reached at

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Unless CEOs take on the role of describing the new big picture, all leadership mentoring and succession plans will miss the mark and company futures may be jeopardized.



What’s Next in Performance Improvement with ISPI, Rossett, Gayeski, and Rosenberg

Monday, September 13, 2010, 12:00–4:00 pm EDT
| Register Online

In these ever-changing times, achieving effective results and re-defining the next stage of performance improvement demands an organizational shift that can only be realized with exposure to new thoughts and ideas. ISPI brings you three thought-provoking experts to help you discover and implement new ideas to answer the question, “What’s next in performance improvement?”

Performance Improvement Through Performance Support

Allison Rossett, CPT, EdD, San Diego State University

Join Allison as she shares how to use performance support to get things done without formal, time-consuming, and costly training or education. If you’re looking for a way to boost sales, enable more ethical thinking, reduce infections in the ICU, grow roses, or call the right plays in the huddle performance support is what you need. Click here for a full session description.

My Students Today are Your Learners Tomorrow:
What Can Performance Improvement Practitioners Learn from Higher Ed?

Diane Gayeski, PhD, Ithaca College

Your organization’s next workforce is currently in development. There’s a lot of discussion on how to manage the generation-Y workforce obsessed with technology and immediate gratification. How will this change your organizational culture? How do you turn these workers into valuable assets to increase your bottom-line? The way you currently manage your workforce is unlikely to be effective with this upcoming generation. Click here for a full session description.

Performance Improvement through Web 2.0:
The Easier It Gets to Do, the Harder It Gets to Do Well

Marc Rosenberg, CPT, PhD, Marc Rosenberg and Associates

One of the new challenges for performance improvement professionals is the use and integration of technology in the workplace. In today’s workplace, it’s impossible to survive without the use of technology. Tomorrow’s performance improvement opportunity isn’t about getting everyone into the technology pool, it’s about helping them swim in it and how to incorporate new Web 2.0 tools and strategies for optimal performance and learning opportunities. Join Marc as goes beyond the hype of Web 2.0 and shares new approaches to managing, distributing, and accessing information. Click here for a full session description.

ISPI realizes that you’re more busy now than you’ve ever been. That’s why we’re offering this premiere education event as a brand new half-day online program. All you need is a computer, telephone, and an interest in learning the next tools, tips, and strategies for the future of performance improvement. Join featured speakers Allison Rossett, CPT, EdD, Diane Gayeski, PhD, and Marc Rosenberg, CPT, online on September 13, 2010, from 12:00-4:00 pm Eastern Time in ISPI’s virtual classroom and experience learning at its best.

That’s not all!

ISPI members who register to attend this half-day online program will be given a complimentary seat to attend our SkillCast Webinar, Working Together When You Are Apart: Web-Based Collaboration Tools, with Peter R. Hybert, CPT, Principal Consultant, PRH Consulting Inc. and Dorothy A. Soelke, CPT, Senior Consultant, Soelke Consulting Inc., on September 15 at 1:00 pm EDT.

Registration Fees

ISPI Member: $189.00
Non-Member: $229.00

Corporate Seat: $389—Purchase a single connection to view the half-day webinar for your group.

Click here to register today or call ISPI at 301.587.8570.

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Shaping ISPI’s Future

Call for Nominations to 2011-2013 ISPI Board of Directors

It is time once again for you, the ISPI membership, to determine the future direction of ISPI by nominating those members who you feel have the qualifications, experiences, and vision to lead our Society. Up for nominations this year are the President-elect (3-year term, President-elect, President, and Immediate Past President) and two Directors (2-year terms. They will join the President, three continuing Board members, the non-voting Immediate Past President and Executive Director who make up the nine-member Board. The duties of the Board are to manage the affairs of ISPI and determine the strategic direction and policy of the Society.

Brief Job Descriptions

The President-elect assumes the presidency of ISPI for a one-year term at the conclusion of his or her one-year term as President-elect. The President-elect’s efforts are directed to assuming the Presidency, and assignments are designed to prepare for that transition. The President-elect serves to provide continuity of programs, goals, objectives, and strategic direction in keeping with policy established by the Board of Directors. Presidents serve on the Board for one year after their term as the Immediate Past President.

Each Director on the Board serves a two-year term and is a leader in motivating support for established policy. He or she serves to develop new policy to obtain support for ISPI’s programs. A Director should provide an objective point of view in open discussion on issues affecting the membership and profession. He or she should thoroughly analyze each problem considered, vote responsibly, and then support those actions adopted by majority vote.

Individually, each member of the Board is considered a spokesperson for ISPI and represents the integrity, dedication, and loyalty to established policy. The deadline for nominations is September 17, 2010. If you would like to nominate a member, please send the following information to

  • The candidate’s name and contact information
  • The position for which the candidate is being nominated
  • Your name and contact information
  • A 250-word statement on the candidate’s qualifications

If you are interested in additional information on the nominations process, or the complete job descriptions and qualifications required, click here.

2011 Honorary Awards

Each year, ISPI presents three special honorary awards that recognize outstanding individuals and organizations for their significant contributions to Human Performance Technology and to the Society itself. The awards are the Thomas F. Gilbert Distinguished Professional Achievement Award, the Distinguished Service Award, and the Honorary Life Member Award. As requested each year, the membership submits names of qualified individuals for consideration for the Thomas F. Gilbert Distinguished Professional Achievement Award and Distinguished Service Award. If you are interested in nominating an ISPI member, please email the following information to

  • Name of award
  • Name, telephone number, and email of nominee
  • Name and telephone number of nominator
  • Brief supporting information for the nominee

This year’s recipients were Honorary Life Member: Guy W. Wallace, CPT, Thomas F. Gilbert Distinguished Professional Achievement Award: Roger M. Addison, CPT, EdD, and the Distinguished Service Award: Mark A. Laurin, MA.

The deadline to receive nominations is October 8, 2010. For more detailed information on the guidelines used for selecting individuals to receive these awards, click here.

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The deadline for nominations is September 17, 2010.



From the Board
One Society, Beyond the Bumper Sticker

by Paul Cook, CPT, ISPI Director

“One Society” is a great bumper sticker of an idea; engage and align both the Society and our chapters to serve our members. Easy enough as an idea but it gets complex in the details. First there is the dilemma of nearly infinite demand for services and products meeting the always-limited supply of resources to provide them. Second the needs and wants of the many stakeholders need to be considered, we don’t all share identical interests, though there is much common ground. Add in the challenges of organizational change moving from where we were to where we want to be—looks like a job for a performance consultant.

We began this effort in 2009 by setting clear expectations, with a new Chapter Affiliation Agreement (CAA). The result of a lot of research on chapter and member needs. The CAA spelled out the services and support that the Society provides its chapters and what the chapters are asked to do to support the Society. To date, the agreement has been signed by all of our chapters and many are taking advantage of the program, marketing and operational support now available to them. One key benefit is chapter members are now receiving PerformanceXpress. They are receiving the latest news about our Society, tools and techniques for their own practice, and discounts on educational opportunities. Similarly, the Society is now reaching greater number of performance improvement professionals and increasing our brand awareness with the sharing of chapter member information. Performance has improved but there is more that must be done.

We are beginning work on the next phase of the One Society. The is to determine how to provide resources to:

  • Create and develop new chapters
  • Increase chapter member development opportunities
  • Increase chapter member recognition
  • Build ISPI’s reputation in industry
  • Advance the field of performance improvement
  • Support chapter operations
  • Increase number of Society members in chapters
  • Increase the number of CPTs in chapters
  • Increase chapter member participation in our conferences

The One Society taskforce has been chartered. Lead by Gary Craig, veteran of a similar effort at a leading training and development association, and long time Society and chapter leaders Mark Laurin, Jean Strosinski, and Eileen Banchoff, with myself as Board Liaison. The taskforce will perform a wide scan. Interviewing chapter leaders, members, and Society leaders and members. They will also review successful practices in other organizations that have chapter affiliates as well as taping the resources of the American Society of Association Executives. The time frames for expected deliverables are:



Overall project charter statement defining our function and key deliverables

August 2010

Preliminary plan—time line with identified deliverables for the first year

August 2010

Develop probe questions and protocols to use in interviews with key constituencies: Board, Chapter Leaders, Staff, key members

September 2010

Conduct interviews with identified people

October 2010

Analyze, condense data

November 2010

Provide a “white paper” to the Board outlining findings and recommendations for change

December 2010

Publish a Values Proposition for Members

January 2011

Create Values Statement for ISPI

January 2011

Complete the Business Model based on a Chapter/Society partnership


The vision is to progress beyond a mere bumper sticker slogan and become One Society where our members can develop, be recognized, and advance the field of performance improvement as part of the Society and a chapter. We hope you will join us in making this a reality.

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ISPI SkillCast Webinar
Working Together When You Are Apart:
Web-Based Collaboration Tools

Wednesday, September 15, 2010, 1:00 pm EDT
| Register Online

Peter R. Hybert, CPT, Principal Consultant, PRH Consulting Inc.
Dorothy A. Soelke, CPT, Senior Consultant, Soelke Consulting Inc.

The cost of travel means teams that are not co-located must rely on collaborating via the web. Unfortunately, this sounds better than it works. You can waste a lot of your team’s time just trying to operate the web tool. This session will provide a decision matrix to help you evaluate your needs and the tools that will help meet them. We’ll discuss how these tools can help your distributed work team be productive virtually.


  • Describe key categories and functions of web collaboration tools
  • Select appropriate tools for your team, given your requirements
  • Describe key tips/watch-for’s when working with a team via the web


  • Get more done and reduce travel by working via the web
  • Work effectively across networks and firewalls
  • Avoid wasting team time and effort struggling with tools that don’t meet your needs
  • Minimize the cost of teamwork software

About the Presenters

Peter Hybert, CPT, has over 20 years experience with training and performance improvement and is a Certified Performance Technologist. His clients span Fortune 500 firms to small- and mid-sized organizations in various industries. He has authored over 20 articles and presented more than ten times at international and local ISPI and ASTD events. He has also served as chairperson for ISPI’s Awards of Excellence Committee, ISPI Nominations Committee, and Chicago Chapter President. For more information, visit

Dottie Soelke, CPT, has worked in the ISD industry since 1986 and is also a Certified Performance Technologist. Dottie has authored/co-authored several articles and presented at ISPI’s international conference, CISPI (Chicago chapter) mini-conference and cracker-barrel sessions, NorthWest Network sessions, and the Chicago eLearning & Technology Showcase. She served as a team member on the ISPI Awards Redesign Project, ISPI Nominations Committee, ISPI Awards of Excellence Committee, and the CISPI Board as VP of Publications. For more information, visit

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Contest: Exposing Exceptional Performance in HR

by Sonia Di Maulo, Feedback Enthusiast

Exposing Exceptional Performance: It’s What I Do

Last April I was making my way to a FedEx Office in San Francisco, printing handouts for my presentation at THE Performance Improvement Conference 2010. I walked in, out of breath, about 15 minutes before closing. I was expecting impatient service, but was received with open arms, quiet understanding, and thorough explanation of options and wait time. And all this with a smile.

A deep breath and 15 seconds later, I was smiling too. I was about to expose exceptional performance! I have developed the skill and attitude to recognize work performed with heart. It’s harder than you think and it’s been therapy for me over the past few years. In moments of stress, hard work, intensely charged schedules, travel, and family activities, I find it comforts me to slow down to notice the little things that make up exceptional performance.

At the end of my FedEx Office experience, I asked the gentleman if I could have his manager’s business card because I wanted to send her my feedback on his performance. My experience was mine alone and it was mine alone to recognize. If not me, then who?

He looked instantly worried and I reassured him that it was to expose his exceptional performance. And it just so happened that his manager was there at that very moment, and I would be able to deliver my feedback live. Awesome! The manager emerged with a worried look. Again I explained that all was perfect and I provided the details of my experience. She looked relieved and thanked me for taking the time to provide positive feedback about her staff’s performance. She had expected to spend the next 10 minutes appeasing me!

So this experience, like many others, allowed me to develop two insights:

  1. Insight about others: It’s amazing how poorly prepared people are when receiving positive recognition and feedback. I am often confronted with this lack of preparedness when I recognize others! This means that people:
    • Don’t get recognition very often and always expect the worst
    • Are insecure about their excellent performance because of the lack of feedback received
    • Have a hard time accepting and believing recognition because they aren’t expecting it
  2. Insight about myself: I offer myself a gift every time I help others recognize their efforts and exceptional effort and performance. The gift is an opportunity to focus on people and in doing so; I relax and enjoy helping others feel joy and appreciation.

After all, recognition goes a long way when delivered authentically—it offers people a better chance of feeling it, believing it, and paying it forward!

Recognition and HR

HR professionals work hard to make the workplace a better place! Through their hard work, their exceptional performance sometimes gets overlooked. And so in keeping with what I do (expose exceptional performance) the contest, Exposing Exceptional Performance in HR, was born!

The goal of this contest is to help leaders and the organization:

  • Gather insight about the exceptional work of their HR professionals
  • Gather insight about themselves by focusing on the recognition of others
  • Celebrate success

Organization leaders are invited to send in a story in written or video format of how an HR professional helped them develop solutions that improve the workplace and resolve an organizational or team challenge. The three top stories will be recognized as models of HR excellence amongst their peers and win prizes worth approximately $15,200 (total combined value)!

For more information on how to enter and to download the story submission form, visit Contest Headquarters on the Web.

I am grateful for the support of my sponsors and would like to recognize them for their encouragement in organizing this contest. Thank you!


  • The Braithewaite Group
  • Goose Educational Media
  • Human Resources, a division of IQPC
  • International Society for Performance Improvement
  • Lead Change Group
  • MVM Communications
  • Recognition Management Institute
  • Rypple
  • Society for Human Resource Management

Sonia Di Maulo is Founder and Lead Feedback Enthusiast of Ready to Feedback. She exposes exceptional performance at work, home, during her travels, and even while she shops. Her passion is to help others do the same—to recognize and expose good work and gently encourage improvements through authentic feedback. Sonia’s mission is to partner with HR professionals to coach and train leaders and their teams to use authentic feedback that retains, motivates, and fosters team connections. Sonia may be reached at

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Annoucing ISPI’s 2010-11 SkillCast Season

As ISPI wraps up a successful year of online educational programming, we are excited to announce our incredible lineup starting in October 2010, designed to enhance the skills and knowledge of the performance improvement professional. ISPI has developed monthly webinars based on your feedback, featuring the latest thinking from the experts you rely on for your continued professional development. In just one hour, you will find quality programming designed to provide you with new ideas, tools, and techniques you can use immediately, all without leaving your desk.

Here’s our lineup for the 2010-11 SkillCast Season*:

Quality Tools & Human Performance Technology
Tom Berstene, MA, Workforce Planning Associations

How High Performers Learn—Implications for HPT
Daniel R. Bielenberg & Dana Alan Koch, Accenture

How to use HPT to Navigate the Gray Space for Positive Change
Deb Page, Willing Learner

Strategies for Developing a Contemporary Training Curriculum
Dawn Snyder, CPT, PhD, Franklin University

How Documentation Infrastructures Contribute to Performance Improvement
Edith E. Bell, CPT, PhD, Bell Design Technologies, Inc.

Building & Sustaining Relationships
Mike Monar, Monar Consulting

Social Media at Work: How Networking Tools Propel Organizational Performance
Mary Ellen Kassotakis, CPT, EdD, MBA, Oracle America, Inc.

Designing Effective Multi-Generational Learning Experiences
Donald Shandler, PhD, Shandler Associates

How to Address the Cultural Aspects of HPT interventions
Eileen Maeso, CPT, United States Coast Guard & Andrea Edmundson, PhD, eWorldLearning

How to Get & Use Customer Knowledge to Support Innovation
Lance J. Welter & Tricia Sutton, MSc, MBA, PMP, NPDP, Sutton Enterprise Inc.

How to Get Reliable Data from Groups
Maurie Coleman, CPT, PhD, Coleman Performance Solutions

HPT’s Role in Business Continuity
Dean Larson, CPT, PhD, Larson Performance Consulting

Individual Skillcast Webinars: ISPI Member—$79, Non-Member—$129
Season Pass (12 SkillCast Webinars): ISPI Members—$649, Non-Members—$899, Corporate Seats: $1429

For more information call ISPI at 301.587.8570 or visit to order.

*Schedule subject to change

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Building a Higher Performance Culture Conference Updates

Register now to join us in Gothenburg, Sweden, September 30-October 2, 2010, for the eighth ISPI EMEA conference. This conference will be limited to 100 participants. Do not miss this opportunity. Click here to register and reserve your place.

The theme for this exciting learning and sharing event is Building a high-performance culture based on engagement, inclusion, and accountability.

The Future of Work

In the debate between thought leaders, technical experts from an array of disciplines, and top managers on how to increase the productivity of knowledge work, one thing is clear. We need to fundamentally change the way we organize work. Have you ever had, or wanted to have, the opportunity to learn from thought leaders like Tom Davenport, Larry Prusak, Rob Cross, Peter Fingar, and John Jeston? Well then, do not miss the Future of Work session, facilitated by Guus Balkema, during the Opening Reception of the eighth ISPI EMEA conference! The thought leaders mentioned above will play a central role, and all conference participants will have the opportunity to join the debate. Let your voice be heard!

Who is Guus Balkema?

Guus Balkema is a work strategist at YNNO (pronounced “you know”), a leading work consultancy firm in the Netherlands. Guus is concerned with new ways of working, which means that he comes up with new work concepts that focus on structurally improving performance within organizations and, in particular, the interface between processes, ICT, work environments, and behaviour. In his consulting work, Guus develops and implements strategic advice for clients across both the private and public sectors, matching organizations’ changing work processes and business objectives to their future work environment. Guus is also the founder of the NeWork community, an enthusiastic group of people who reflect upon the future of work in the Netherlands. Guus studied business administration at Erasmus University in Rotterdam.

Senior Executive Panel-Update

A special, two-hour session is being organized for the Gothenburg conference. A panel of respected senior executives, from well-known companies, will share their thoughts and insights with our conference participants. The panel will present and discuss their perspectives on the challenges and rewards of building a high-performance culture in the real world of their business experience. If you have questions you would like to pose to experienced senior executives from high-profile organizations, here is your chance!

Göran Bille, CEO, Lindex, has served as chief executive officer and group president of Lindex AB (which you can learn about below) since 2004. Prior to that time, Göran hasheld positions within H&M, including CEO H&M Rowells, country manager H&M Sweden, and divisional manager H&M Women. He is also a member of the board of CG Duka Retail AB and has served as a member of the board of directors at Gunnebo AB since April 3, 2008. He holds a Master of Science in Business Administration and is a graduate economist from Stockholm University.

We invite you to take a look at the Lindex website. Click here to view what Göran has to say about this innovative and very successful Swedish fashion chain, known for its “fast fashion” clothing offerings for women, teenagers, and children. With approximately 400 stores in Scandinavia, the Baltic States, Russia, central Europe, and the Middle East, Lindex employs around 5,000 people. Fast fashion is a term used to describe clothing collections, which are based on the most recent fashion trends presented at Fashion Week in both the spring and the autumn of every year. These trends are designed and manufactured quickly and cheaply to allow the mainstream consumer to take advantage of current clothing styles at a lower price. This philosophy of quick manufacturing at an affordable price is used in large retailers such as H&M, Forever 21, Zara, and Primark.

Josephine Rydberg-Dumont is a passionate and highly skilled creative brand and business leader with 24 years of experience in various leadership roles in the fast-growing IKEA Group, including as chief executive of IKEA of Sweden. Between 2000 and 2007, she led the vision of the IKEA home furnishing business, taking responsibility for strategy, range and product development, purchasing, and supply. She was instrumental in taking this 13,000 person worldwide, people-led organization from 7 to 20 billion euro sales. Her passion is mission-focused business innovation, brand communication, and organizational transformation. Josephine also serves on the board of Cederoth Intressenter AB and was elected to the board of Skanska in 2010. IKEA (Ingvar Kamprad Elmtaryd Agunnaryd) is a privately held, international home products retailer that sells flat pack furniture, accessories, and bathroom and kitchen items in their retail stores around the world. The company, which pioneered flat-pack design furniture at affordable prices, is now the world’s largest furniture retailer. According to Bloomberg BusinessWeek, IKEA has a distinct and unique corporate culture characterized by some fundamental practices. Learn more about IKEA through Wikipedia. To view the Bloomberg BusinessWeek article entitled, “Understanding IKEA,” click here.

Kerstin Renard, senior vice president of human resources, Volvo Group, has served as SVP - HR for Volvo Group since her appointment in 2007. She has been the driving force in changing the employee survey to a current focus on engagement and inclusion, among other very interesting business performance issues. Prior to her current role, Kerstin worked as HR manager at Volvo Powertrain. She has many years of experience within HR, including positions at Wilson Logistics, Flexlink, and Volvo Cars. The Volvo Group is one of the world’s leading suppliers of commercial transport solutions providing products such as trucks, buses, construction equipment, and drive systems for marine and industrial applications as well as aircraft engine components. The Volvo Group also offers its customers financial services. The Volvo Group has more than 90,000 employees, production facilities in 19 countries, and sales activities in some 180 countries.

Special Feature

We are pleased to include a special pre-conference workshop by Steps Drama Learning Development, a global leader in experiential drama-based learning solutions, creating innovative and award-winning programs for clients across the United Kingdom and overseas. They specialize in delivering behavior-based training, helping clients with a range of individual and organizational development challenges. The company manages creative training interventions from design to delivery and evaluation. All client programs are bespoke, using techniques such as role-play and forum theater, among other methods, to deliver effective learning and development solutions that inspire people to act differently. The use of drama-based learning, as an invaluable component in the development of people and organizational change, is now well established. Myriad behavioral and organizational development issues can be explored, addressed, and brought to life in an interactive, entertaining, safe, and highly practical way.

“A key strength of Steps is their ability to get people to relax and to participate without feeling threatened. They have a great insight into the commercial world, they instill confidence and they are very skilled at designing and facilitating learning events and emulating behavior.”

Check our blog for further updates on the special pre-conference workshop.

Richard Wilkes is one of three co-founders of Steps. He has extensive experience in the design and delivery of inspiring programs, helping organizations to get across key messages and developing the personal skills individuals need for their organization’s competitive edge. He has led numerous client accounts, particularly in financial and legal services. Prior to Steps Richard worked as a professional actor and also trained as a counselor, working in the NHS, and as a mediator to gain a greater understanding of conflict management.

Angela McHale gained a BA (Hons) degree at Warwick University and spent some time working in the city of London before studying Drama. She then combined a career as a professional actor with working as a freelance roleplayer for several years, before joining Steps more formally as an Account Director in 2002 with responsibility for client relationships. A large part of her recent client work includes writing and delivering Diversity Awareness workshops, as well as developing initiatives focusing on Customer Service Excellence.

Conference Highlights

The theme for our conference is: Building a high performance culture, based on engagement, inclusion and accountability. We will be announcing concurrent session topics soon, along with information about the case for the simulation that will run throughout the conference.

Our conferences are known for their active/interactive format. We believe participants are every bit as much a part of the total learning experience, as our fabulous presenters. Only you can contribute your unique perspective! We invite you to become part of a select group, this year in Gothenburg.

Follow this blog to keep up todate with the latest information on the conference, such as our keynote, conference session examples, smorgasbord event topics, the simulation case, and participant countries and companies.

Note: Our active/interactive format requires that we limit the total number of participants to no more than 100. We hope that that number will include YOU!

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Tales From the Field
Evaluating a Retail Management Operations Training Program

by Christin Lundberg, Jennifer Elderman, and Leslie Harper

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 Client

Best Tool (name changed for anonymity) is a retailer that has been in business since 1981, but until mid-2008, there had never been a formal operations training program for new managers. The Learning & Development (L&D) Department developed and launched the Retail Management Development (RMD) Program company-wide in June 2008. The program’s main goal was to provide managers with operations knowledge and skills needed to perform their jobs effectively and efficiently.

The Training Program

After learning of issues surrounding operations consistency in the retail stores, the L&D Department conducted a needs assessment to determine if a new-hire training program was needed. Stakeholders fully supported that a new-hire operations training program be developed and implemented for new retail managers. However, the issue of existing managers was also a topic of discussion with stakeholders. Because the company had gone so many years without having an operations training program, stakeholders felt it was necessary that existing managers also complete the RMD Program. Stakeholders believed that if both new and existing managers completed the RMD Program successfully, Best Tool would see:

  • An increase in operations compliance
  • An increase in manager confidence and competence levels surrounding operations-related functions
  • A decrease in manager turnover

The Evaluation

In the spring of 2010, a team of graduate students at Boise State University conducted an evaluation to determine if the goals of the program had been realized, and if there were any opportunities for improvement. Following Scriven’s (2007) Key Evaluation Checklist as an evaluation framework, the team investigated the following three dimensions of the training program—one process-related dimension and two outcome-related dimensions:

  1. Content and Activities (process): Do the content and activities for the training program provide learners with the knowledge and skills they need to be operationally successful?
  2. Operations Compliance (outcome): Is the program leading to increased operations compliance retail wide?
  3. Confidence/Competence (outcome): Is the program leading to increased confidence and competence among existing store managers?

The evaluation of the RMD Program was both formative and summative. The evaluation was formative because the evaluand (the program being evaluated) was an on-going program that must continue to serve the needs of the managers who require operations knowledge and skills to be successful in their jobs. The evaluation was also summative because it focused on the 49 existing retail store managers that completed the program between June 2008 and October 2009. Today, managers that join the company participate in the RMD Program beginning on their first days of employment, eliminating the need to train existing managers.

The evaluation team used a combination of human resources reports, audit scores, learner self-evaluations from before and after training, interviews, and surveys to obtain the detail needed to evaluate the program.

Evaluation Results & Recommendations

The evaluation team used a 4-level rubric (Excellent, Good, Fair, and Poor) when determining the quality of each dimension of the program based on the data collected from the multiple sources.

The process dimension, Content and Activities, was rated Excellent based on the objectives being well written, the materials being accurate and useful, the curriculum being presented in a logical order, and the objectives being linked to all standard operating procedures and annual audit items. The two outcome dimensions, Operations Compliance and Confidence/Competence were also both rated Excellent. The data revealed that the RMD Program provides learners with the knowledge and skills need to comply with all written company policies and procedures. All store managers reported increased confidence in all areas after completion of the program. In addition, supervisors of store managers reported an increase in store managers’ competence levels.

Considering the quality of the three dimensions of the program, the evaluation team determined that the overall quality of the RMD Program was Excellent (see Table 1).


Retail Management
Development Program

Overall Quality: Excellent


Content & Activities


Extremely Important

Operations Compliance


Extremely Important



Very Important

  Excellent Good Fair Poor  

Table 1. RMD Program Dimensions and Weighting

Based on data reviewed, the evaluation team found no apparent weaknesses in relation to the three dimensions evaluated. However, interviews and surveys with program trainers and participants indicated some opportunities for improvement, which included:

  • Re-write program objectives according to Mager’s method (1997) to include conditions and criterion as well as performance.
  • Incorporate a standardized assessment focusing on knowledge-related items.
  • Include additional best practices within the materials to achieve high audit scores.
  • Enhance some existing topics within the materials (e.g., profit and loss statements, inventory management, corrective action, and parts and service).
  • Analyze the causes of low company-wide audit scores within the Inventory Management area.


Scriven, M. (2007). Key evaluation checklist. Retrieved from

Mager, R. F. (1997). Preparing instructional objectives (3rd ed.). Atlanta, GA: The Center for Effective Performance, Inc.

Christin Lundberg is an instructional designer at the company for which this evaluation was conducted. She is scheduled to complete her master’s degree in Instructional & Performance Technology (IPT) in fall 2012. Christin may be reached at Jennifer Elderman is a graduate student in BSU’s IPT master’s degree program, and is scheduled to graduate fall 2011. She is the director of training for Synergy Systems, Inc. She may be reached at Leslie Harper is a program manager for EchoStar Technologies. She is scheduled to complete her master’s degree in IPT in 2011. Leslie may be reached at

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CPT News from Around the World

Welcome our two new CPT’s

  • Chris Hall, USCG
  • Arthur Willoughby, Lean Six Sigma College

Work by CPTs: K-12 Education Team

Instead of introducing you to one CPT, this month I’d like to introduce you to the K-12 team. Darlene Van Tiem, CPT, EdD is the board liaison, Andrea Moore, CPT and co-chair of the Certification Governance Committee is handling meeting logistics. Gay Bruhn and Maurie Coleman are the staff liaisons. Other members of the team are Carol Lynn Judge, Lynette Daniels, Dan McCallum, Harry Wittenberg, Holly Burkett, Deb Page, Lisa Toenniges, Linda Huglin, Eileen Banchoff, Jerome Kaminski, and Michelle Ritger. Jerome is contributing his grant writing experience. Michelle is sharing her graduate research. The rest of the group shares a common passion in their interest in improving the public schools in the USA. They meet virtually to share ideas, what they are doing to influence decision makers in their own state, and learn from each other. If you want to learn more about this team and contribute, please contact Darlene Van Tiem at

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Are You Recognized for Your Work?
Submit It to ISPI!

You do excellent work every day with great results. Submit your accomplishments and research to one of ISPI’s prestigious journals and get the recognition you deserve, and share your findings and ideas with your peers.

Performance Improvement (PI) journal publishes articles about all types of interventions and all phases of the Human Performance Technology (HPT) process, as well as hands-on HPT experiences, including:

  • Models
  • Interventions
  • “How-to” guides
  • Ready-to-use job aids
  • Research articles

PI also publishes updates on trends, reviews, and field viewpoints. The common theme of articles is performance improvement practice or technique that is supported by research or germane theory.

To submit an article, download and read the Author Guidelines, then email your article as an attachment to the editor, Holly Burkett, at 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 A subscription to PIQ costs only $45 for ISPI members, so be sure to take advantage of this valuable resource. If you are not a member, but interested in joining ISPI, please click here.

As you know from reading this online newsletter every month, PerformanceXpress (PX) publishes exciting feature articles highlighting current developments and ideas in the field of performance improvement, as well as regular columns written by dedicated professionals spotting trends, Tales from the Field, and CPT News from Around the World. And, that is just the beginning. What contributions and ideas do you have to add to PX? “I wish I had thought of that” articles, practical application articles, articles about the application of HPT, or success stories? Read the Newsletter Submission Guidelines and send us your work to

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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:

Curriculum Writer—Training and Certification
The New Teacher Project
Job Type: Full-Time (One-Year Contract)
Job Location: Flexible

The TfSA Curriculum Writer will report directly to the Partner, National Curriculum Development to revise the national pre-service foundational text, the Guidebook. Through a comprehensive research and literature review, as well as analysis of current curricular implementation data and trends from our existing Teaching Fellows Programs, the TfSA Curriculum Writer will drive and manage a collaborative process with multiple stakeholders to ensure development of a high-quality product that consistently meets expectations and deadlines.

Instructional Designer (Training and Development)
Strayer University
Job Type: Full Time
Job Location: Herndon, VA 20171

The primary responsibility for the Instructional Designer will be the development of learning/training solutions for Strayer University staff development and/or internal policies and procedures. Responsibilities include, but are not limited to, creating training materials which meet learning objectives outlined in the training design while ensuring that training materials are in line with end user needs and stakeholder expectations.

Manager—Corporate Training & Development
Church Pension Group
Job Type: Full Time
Job Location: New York, NY 10016

Are you a highly motivated team player looking for an opportunity to use your training and development expertise in an exciting not-for-profit environment? Mid-town Pension and Insurance Group is expanding their Human Resources department and adding a Manager of Training and Development. The position will partner with business/staff units to develop and execute a learning strategy to further business growth.

PDP Instructional Designer
Job Type: Full Time
Job Location: Multiple Locations

The Professional Development Program (PDP) is comprised of various Learning Solutions, including seminars and technical workshops, eLearn self-studies, podcasts, webcasts and Tailored Training courses designed to meet the needs of clients and target clients in the Financial Services Industries. Each year over 40 courses are offered close to the hubs of investment management, real estate, insurance and banking & capital markets to train participants, ranging from CEOs to financial services industry service providers, in a variety of topics, from introductory material for professionals new to the industry to specialized courses addressing current complex issues and the latest technical developments. Additionally the PDP offers Tailored Training in which we work with clients to develop “just-in-time” training solutions that are flexible and cost effective.

Performance Improvement Advisor
Hackensack University Medical Center
Job Type: Full Time
Job Location: Hackensack, NJ 07601

The Performance Improvement Advisor is a part of a self directed workgroup with expertise in quality improvement. The Improvement Advisor provides professional support related to the design and the implementation of performance improvement plans across the organization. The Improvement advisor guides and advises at all levels including Senior Leaders, Chairman and other organizational leadership regarding; process design, principles of reliability and bundle science, evaluation of operational and clinical outcomes and facilitates achievement of excellent level of clinical outcomes through publicly reported data. The advisor in conjunction with organizational leadership develop and facilitate effective execution of the HUMC Performance Improvement Plan.

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Performance Marketplace

Performance Marketplace
is a convenient way to exchange information of interest to the performance improvement community. Take a few moments each month to scan the listings for important new events, publications, services, and employment opportunities. To post information for our readers, contact our marketing department at or 301.587.8570.

Online Performance Improvement Bookstore. ISPI and John Wiley & Sons have partnered to offer professionals in the field the best selection of performance improvement resources. ISPI members save 15% on all book purchases (professional and personal)!

ISPI @ Amazon. ISPI has created a one-stop shop for all your performance improvement needs. Here we have boks written by ISPI members, CPTs, E-Documents, and featured books of the month. All purchases over $25 are eligible for free shipping.

Handbook of Improving Performance in the Workplace—Three Volume Series. Featuring best-in-field researchers, thinkers, and practitioners across several disciplines and geographic boundaries, each volume provides a current review of all information presently available for the three core areas of improving performance in the workplace.




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

Magazines, Newsletters, and Journals
Performance Improvement journal is available to subscribers in print and online through John Wiley & Sons, Inc. Order your subscription today.

Performance Improvement Quarterly is a peer-reviewed journal created to stimulate professional discussion in the field and to advance the discipline of HPT through literature reviews, experimental studies with a scholarly base, and case studies. Discounted to ISPI members.

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ISPI Membership: Join or Renew Today!

Are you working to improve
workplace performance? Then ISPI membership is your key to professional development through education, certification, networking, and professional affinity programs.

If you are already a member, we thank you for your support. If you have been considering membership or are about to renew, there is no better time to join ISPI. To apply for membership or renew, simply click here.

Newsletter Submission Guidelines

ISPI is looking for
Human Performance Technology (HPT) articles (approximately 500–700 words and not previously published) for PerformanceXpress that bridge the gap from research to practice (please, no product or service promotion is permitted). Below are a few examples of the article formats that can be used:

  • Short “I wish I had thought of that” articles
  • Practical application articles
  • The application of HPT
  • Success stories

In addition to the article, please include a short bio (2–3 lines) and a contact email address. All submissions should be sent to 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

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, 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

Stay informed: Add to your Address Book and/or Safe Senders list to ensure you don’t miss important announcements and valuable offers from ISPI!

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Silver Spring, MD 20910 USA
Phone: 301.587.8570
Fax: 301.587.8573


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