October 2010

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In this issue:

The Massive Price of “Negotiaphobia”

Ad: Performance Technology Toolkit


Adjust New Hire Training to Improve Retention and Customer Satisfaction

Ad: Performance Improvement Handbook

12 Great Reasons to Get Your SkillCast Season Pass Today!

ISPI’s Award Deadlines Nearing

From the Board

Help Change Annoying Workplace Habits

ISPI’s New Corporate Members

Chapter Corner

Tales from the Field

CPT News

ISPI SkillCast Webinar

Contest: Exposing Exceptional Performance in HR

Are You Recognized for Your Work?

Career Center

Performance Marketplace

Join ISPI Now!

Newsletter Submission Guidelines

ISPI Board of Directors

ISPI Advocates

Back Issues






The Massive Price of “Negotiaphobia”

by Don Hutson, CEO, US Learning

Does the prospect of negotiating make you tense? Do you find yourself avoiding negotiations whenever you can? You may have “negotiaphobia.” Research and experience combine to show there is a good chance the “negotiaphobes” in America have left enough money on the table to pay off our national debt! Why is it that today so many people are reluctant to engage in negotiations? The symptoms of this infliction are due to three things: a desire to avoid confrontation; a lack of skill in the negotiation process; and a victim-like willingness to simply live with the status quo.

Negotiaphobia is a disease that can be treated. This treatment is simple, and it involves learning the various negotiation strategies and the skills to deploy them. There is an E-A-S-Y three-step process, which will get you on the road to being prepared and mentally ready to engage and succeed in negotiating for your desired outcomes in your professional and personal lives.

The “E” in E-A-S-Y stands for engage; ask yourself “Is this an encounter where a negotiation is possible?”

Many people miss these opportunities, as those they deal with mask these opportunities by saying things like, “Of course there is a $50 dollar set-up fee.”

Once there appears to be the opportunity to negotiate, the second aspect of this step is to quickly review the four viable negotiation strategies. They are avoidance (reactive and low cooperation); accommodation (reactive and high cooperation); competition (proactive and low cooperation); and collaboration, sometimes-called win-win (proactive and high cooperation). Each of these four strategies has its place in the various negotiations we face.

Figure 1. Negotiation Matrix

The proactive strategies on the top of the matrix tend to help us reap the greatest results, but we need to possess the capability and adaptability to go to whichever quadrant serves us best in any negotiation situation.

The second step, represented by the “A” in E-A-S-Y, prompts negotiators to assess their natural tendencies to use each of the four strategies, as well as the probable tendencies of the party they are negotiating with to follow one of the paths. Remember that the best predictor of future behavior is past behavior, and that goes for you and the people you are negotiating with. Most people are one-trick ponies as they use the same approach every time.

For people we have not negotiated with before, one of the best reads on negotiation tendencies is their behavioral style. “Drivers” tend to come out in a competitive stance, but do not overlook the possibility of winning others over to a collaborative approach. “Amiable” style people will predictably be accommodators, or, on occasion, avoiders, as they attempt to ascertain how everybody in the loop feels about the issues on the table. The “expressive” styles prefer collaboration; and the “analyticals” tend to initially avoid, seemingly in response to their need to study the facts and data before full engagement.

Strategize is the third step in the E-A-S-Y treatment process. Based on the significance of the situation, one’s own tendencies, and the expected strategy to be deployed by the other side or sides, a person carefully selects his or her opening and fallback strategies. The fallback strategy is a lot like having an umbrella with you. If you have it with you it seems it rarely rains, but it you leave it in your car you will often get drenched. On the issue of significance, people should not just look at this one encounter, but look for long-term potential. Some negotiations, like buying a car, are usually one-offs that push you to competition. There are other instances where a small opportunity today, if handled collaboratively, could lead to a much larger and recurring relationship in the future. The important thing is to become a skilled strategist, using the approaches, which well net you the best result.

Engage, assess, and strategize combine to form the “Y” in the E-A-S-Y acronym—your one-minute drill. This is where you regularly and automatically cycle through the first three steps as you face any negotiation. This one-minute action should become a reflexive and very powerful tool to make you a more effective negotiator. We all know that negotiations customarily take longer than a minute. Some take hours, months, years, or even decades. The E-A-S-Y process, however, will be your guide to get your head in the game for each negotiation encounter. Most negotiations are won or lost before the first words of communication between parties even take place.

Don Hutson is the #1 Wall Street Journal and New York Times best-selling co-author of The One Minute Negotiator: Simple Steps to Reach Better Agreements; a Hall of Fame speaker; and CEO of U. S. Learning based in Memphis, TN. He is past president of the National Speakers Association and a veteran of 6,000 presentations worldwide. Don may be reached at www.DonHutson.com or 901.767.0000.

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This treatment is simple, and it involves learning the various negotiation strategies and the skills to deploy them.



Behavioral Systems Analysis Questionnaire

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

Last month, TrendSpotters focused on human factors as a compelling component of performance improvement. This month we are pleased to continue our adventures afield with our guests, Lori Diener, PhD, ldiener@performanceblueprints.com, and Heather McGee, PhD, heather.mcgee@wmich.edu. Lori is a performance consultant at Performance Blueprints, Inc., where her current focus is serving small businesses, particularly human services organizations and nonprofits. Heather is assistant professor of psychology at Western Michigan University, where she teaches undergraduates through PhDs. She is also the new executive director of the Organizational Behavior Management Network, www.obmnetwork.com, an organization dedicated to growing the field of organizational behavior management. Lori and Heather frequently collaborate on client engagements and publications and are business partners in Performance Blueprints, Inc. They graciously contribute one component of their comprehensive Behavioral Systems Analysis Questionnaire (BSAQ) to the TrendSpotters Open Toolkit (TOT).

Genesis of the BSAQ

The BSAQ is a framework for guided diagnostic system thinking. It evolved through Lori’s and Heather’s experiences as they integrated into their consulting and teaching the concepts and tools developed by their mentors: Dale Brethower, Maria Malott, Geary Rummler, Alyce Dickinson, and Richard Malott. Originally developed for their own use, Lori and Heather built the BSAQ to be the tool they had always wished for. It evolved into a tool for teaching others how to do a behavioral systems analysis, using a focused, logical process. It is a living process with suggested modifications and enhancements regularly offered by students, clients, and mentees, making it accessible to people of differing backgrounds and skills.

Description of the Tool

The BSAQ comprises question sets to help analyze four organizational levels: (1) organization/workplace, (2) function, (3) process/work, (4) performer/individual, group or technology. Each level’s question set addresses the critical components of the total performance system (TPS) for that level. The BSAQ also includes six performance truths that apply to performance improvement in any organization and must be understood and addressed to produce sustainable results. These truths are based on the science and craft of behavioral systems analysis (BSA):

  • Truth 1: Organizations are systems composed of multiple variables, people, and millions of behaviors.
  • Truth 2: Organizations must respond to both internal and external changes to survive and achieve their missions.
  • Truth 3: Desired results can only be achieved through a well-planned and managed workflow that is responsive to internal and external variables.
  • Truth 4: All levels of managers must continuously ensure that the job results of those they manage contribute to process results and business results.
  • Truth 5: Cross-functional managers must plan and manage job results in the context of process results.
  • Truth 6: Aligning consists of balancing (planning and managing) human (individual or group) performance and technology performance.

The diagram below illustrates the BSA process and highlights (in bolded italics) where the various analysis and planning tools fit in. These tools are all provided in the complete BSA Workbook (visit www.performanceblueprints.com for more information). Find Performer Level Tools in the TOT.

Figure 1. Performer Level BSAQ

How to Use the BSAQ

The BSAQ is systematic and sequential in design. Like many performance improvement models and tools, the process is linear on paper but more irregular in actual use.

Readers new to performance improvement will find the BSAQ an ideal guide for painting a clear picture of the client organization. Using the guiding questions from the TPS tool mentioned above, you will create an accurate context for your work. More advanced practitioners will benefit from the BSAQ because it will ensure that you have gathered enough information to make informed assessments and decisions.

All users will find that the BSAQ will facilitate the construction of comprehensive performance management systems because it helps identify and establish accountability for all involved performers, including supervisors and managers at all levels.

Success Story

Lori and Heather worked with a human services organization where their client was responsible for improving performance. The client knew the wisdom and value of taking a systems approach to performance improvement. By using the BSAQ to analyze performance at the organization/workplace and process and performer levels this client was able to demonstrate that value to her senior management. Consequently, Lori and Heather were able to train cross-functional performance improvement teams in the use of BSA. The result was a valuable process made sustainable in the organization.

Advice to Users

Many of our readers work, at least initially, at the performer/individual level. The BSAQ is flexible so users can begin there, or at any level. It is critical, however, to investigate the other levels for every analysis to ensure you include all the interwoven functions in the system for maximum sustainability of the solutions implemented. The built-in systems approach is key because without it you are likely to overlook systems issues that are critical for long-term success.

Team up with stakeholders to use the BSAQ. It creates a set of shared tools and language so everyone can see the work the same way. Because you will produce visual maps of your client organization using the BSAQ, you will create a shared view of how work is done and what the workplace reality looks like. Shared views lead to shared efforts to ensure sustained improvements.

Steps 1, 2, 4, 6, 7, and 9 in the BSAQ process diagram call for the performance improvement specialist to make maps of connections and relationships within the organization. Such maps are invaluable communication aids for identifying the location of problems and opportunities to improve performance. With a common “picture” to discuss, problem-solving and decision-making meetings gain efficiency and focus. Find sample maps here (under Examples).

Links to the Performance Technology Landscape

The BSAQ supports these principles of performance technology:


Focus on Results—this is a results-driven tool


Take a System view—it provides questions for each organizational level in context


Add Value—it paints a picture of the whole system for all stakeholders and creates context


Establish Partnerships—it enables representatives of all organizational functions to work together successfully using a common tool

Application Exercise

A good introduction to the BSAQ is through the TPS tool at the performer level. Go to the TOT for instructions and tools for doing a TPS of the performer system at your client organization.

Direction for Performance Improvement

Lori and Heather see a continuing increase in clients’ interest in systems issues. From Fortune 300 companies to small nonprofits, there is a growing respect for the holistic analysis and guidance provided by a systems approach to performance improvement. Many more organizations of all kinds have experience with Six Sigma and LEAN, so they have an enhanced understanding of, and respect for, the power of process.

The BSA process changes the typical cross-functional blame game from one of finger pointing at individuals to considering that there is a problem or opportunity with “the system.” As Lori and Heather tell us, everyone in the room can “see the same picture through a different lens.”

Find all the models and tools featured in TrendSpotters at www.ispi.org/archives/perfXpress.htm#trendToolkit.

You may reach Carol Haig at carolhaig@earthlink.net or at http://home.mindspring.com/~carolhaig; Roger Addison may be reached at rogeraddison@earthlink.net. Roger blogs at http://rachekup.blogspot.com.

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Adjust New Hire Training to Improve Retention and Customer Satisfaction

by Wanda Ritter, Doylestown Hospital

I was hired to develop a training program for the financial services department of a health care facility. The new position I assumed was developed because the department had a 20% turnover in the key customer entrance point. The shortage of staff and lack of skills of new employees caused backups in testing departments, inaccurate information, angry customers, and delayed services.

Exit interviews indicated that employees were not comfortable with the job. There was a great deal of information to learn in a short period of time and they were “put on the line” before they were comfortable. They felt some information was “impossible” to learn and customers were impatient with employees in training who needed to leave their desk to ask questions of seasoned staff. Stress from trying to learn this job caused many employees to leave within six months. I interviewed newly hired staff as well as staff who were in their position for over one year. I used appreciative inquiry, exit interviews, general interviews, and observations to determine the key issues and find what changes would have the biggest impact.

The training program consisted of the new hire sitting behind a trained employee and watching that employee do the work that the new hire would soon be doing. There were at least six screens of information to collect and enter with numerous pop-up screens on each of the main screens. Some of the information was very complex; for instance, insurance requirements and medical test orders. The information entered was often codes and not necessarily intuitive to the staff. Individuals had numerous scraps of paper taped to their computer and in books as references. The lack of formalized reference material made learning difficult and the speed with which seasoned employees completed the registrations made it impossible for the new hires to really understand the big picture and what information was actually being collected. It was clear that several efforts would make a big difference.

New hires needed a more relaxed environment to learn the big picture and understand how the pieces of electronic information connected to the whole. They also needed standardized reference information organized in a manner that was easy to find.

We instituted a training program that took new hires off the front line to spend time (two to three days) learning the computer screens away from customers. We also developed a training manual that explained the information to be collected and the screens for the information. An insurance manual with pictures of insurance cards and the requirements for the cards gave visual cues. Much of the insurance information was also available online so that it could be looked up on the computer, and “cheat sheets” were made for ordering tests.

A train-the-trainer program identified the most competent staff to act as trainers and mentors for new hires. All staff had to attend a training program that set clearly defined expectations and explained new resources.

Perhaps for the first time, everyone was doing the same work. The work was accurate and customers moved through the lines more quickly. Lines of communication were opened between departments, which led to proactive adjustments as needed. Within a nine-month period, the turnover rate dropped significantly from 20% to 6%. Being more mindful of training tools, training environment, and the skill of the trainer made a very positive impact.

Wanda Ritter, CPT, has worked in for profit and not-for-profit organizations developing training and educational opportunities that focus on performance and process improvement. She has held the position of education manager at a community hospital in Pennsylvania for the last 11 years. Wanda may be reached at writer@dh.org.

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



12 Great Reasons to Get Your SkillCast Season Pass Today!

SkillCast webinars are designed to enhance your knowledge and skills in the field of performance improvement. Each 60-minute educational SkillCast has been carefully crafted to offer the most practical and relevant information to support your professional goals and objectives. From the leading industry experts presenting the material to the content and the session titles, ISPI’s mission is to ensure you and your organization get the most value for your investment. Register for a SkillCast today and you will see results tomorrow and beyond.

2010-11 SkillCast Schedule*

Wednesday, October 20, 2010

Quality Tools & Human Performance Technology
Tom Berstene, MA, Founder & President, Workforce Planning Associations
This session is for you if you want a better understanding of the available quality tools, their purpose and proposed use, and the types of decisions each is designed to support.

Wednesday, November 17, 2010

Social Media at Work: How Networking Tools Propel Organizational Performance
Mary Ellen Kassotakis, CPT, EdD, MBA, Director—Leadership Development Center of Expertise, Oracle America, Inc.
This session is for you if you are confused over the abundance of information about social media or are unclear as to its appropriate use in the business setting.

Wednesday, December 15, 2010

HPT’s Role in Business Continuity—What it Means, Why It Is Important, and the Role of HPT in the Process
Dean Larson, CPT, PhD, Principal, Larson Performance Consulting
This session is for you if your organization is considering, or has, business continuity and emergency management plans.

Wednesday, January 19, 2011

How to Address the Cultural Aspects of HPT Interventions
Eileen Maeso, CPT, United States Coast Guard, & Andrea Edmundson, PhD, CEO and Global Learning Strategist, eWorldLearning
This session is for you if you are developing programs that will affect multiple populations or find that cultural issues are preventing the adoption of recommended behaviors.

Wednesday, February 16, 2011

How High Performers Learn—Implications for HPT
Daniel R. Bielenberg, Director of Capability Development Strategy, Accenture, & Dana Alan Koch, Learning Strategist, Accenture
This session is for you if you have high performers and you want to optimize how they learn so to accelerate the development of others.

Wednesday, March 16, 2011

How to Use HPT to Navigate the Gray Space for Positive Change
Deb Page, President, Willing Learner
This session is for you if you are frustrated over the lost opportunities to connect and engage vested parties so the organization as a whole is more effective.

Wednesday, April 20, 2011

Strategies for Developing a Contemporary Training Curriculum
Dawn Snyder, CPT, PhD, Chair, Master’s of Science in Instructional Design and Performance Technology, Franklin University
This session is for you if you struggle with questions about how to link your programs to organizational needs or how to structure developmental events so they produce the desired impact.

Wednesday, May 18, 2011

How Documentation Infrastructures Contribute to Performance Improvement
Edith E. Bell, CPT, PhD, Principal Consultant for Bell Design Technologies, Inc.
This session is for you if you are looking for ways to streamline your procedures for producing documentation that supports performance on the job.

Wednesday, June 15, 2011

How to Get & Use Customer Knowledge to Support Innovation
Lance J. Welter, Chair, Certification Networking Group of Chicago, & Tricia Sutton, MSc, MBA, PMP, NPDP, President, Sutton Enterprise Inc.
This session is for you whether you are an internal or an external consultant if you want a deeper understanding of your clients’ needs so you can provide better service and more innovative solutions, or identify new revenue streams.

Wednesday, July 20, 2011

Building & Sustaining Relationships
Mike Monar, President, Monar Consulting
This session is for you if your success depends on your ability to engage and sustain your relationship with numerous stakeholders.

Wednesday, August 17, 2011

Designing Effective Multi-Generational Learning Experiences
Donald Shandler, PhD, President, Shandler Associates & Adjunct Faculty, University of Maryland—Baltimore County
This session is for you if you are responsible for learning and performance of a cross-generational workforce.

Wednesday, September 21, 2011

How to Get Reliable Data from Groups
Maurie Coleman, CPT, PhD, Director of Certification and Accreditation, ISPI
This session is for you if you solicit input from groups and you want to increase the odds the ideas generated are universally accepted and the groups considered the broader implications.

Individual Skillcast Webinars: ISPI Member–$79, Non-Member–$109 

Season Pass (12 SkillCast Webinars): ISPI Members–$649, Non-Members–$899
Corporate Seats: $239

For more information, call ISPI at 301.587.8570 or visit www.ispi.org to order.

*Schedule subject to change.

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ISPI’s Award Deadlines Nearing

2011 Honorary Awards

Each year, ISPI presents three special honorary awards that recognize outstanding individuals and organizations for their significant contributions to human performance technology and to the Society itself. The awards are the Thomas F. Gilbert Distinguished Professional Achievement Award, the Distinguished Service Award, and the Honorary Life Member Award. As requested each year, the membership submits names of qualified individuals for consideration for the Thomas F. Gilbert Distinguished Professional Achievement Award and Distinguished Service Award. If you are interested in nominating an ISPI member, please e-mail the following information to april@ispi.org:

  • Name of award
  • Name, telephone number, and e-mail of nominee
  • Name and telephone number of nominator
  • Brief supporting information for the nominee

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

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

ISPI’s Awards of Excellence

This program is designed to showcase the people, products, innovations, and organizations that represent excellence in the field of instructional and human performance technology. The deadline to submit your entry is October 8, 2010. This year we are offering awards in four distinct categories:

  • Outstanding Human Performance Intervention: recognizes outstanding results derived from the successful application of human performance technology to human performance problems, needs, or opportunities.
  • Outstanding Human Performance Communication: recognizes an outstanding article, book, curriculum, course, or workshop that enables individuals or organizations to achieve excellence in human performance technology.
  • Outstanding Research/Student Research: recognizes outstanding research in the field of human performance technology or a related field such as adult education, human technology, behavioral psychology, or vocational education.
  • Chapter of Merit: celebrates the accomplishments of local ISPI Chapters that have been chartered for one year preceding the awards nomination deadline.

Submission packets for each category may be found by clicking here. If you have any questions about the Awards of Excellence program or the submission process, contact ISPI at awards@ispi.org or call at 301.587.8570.

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The deadline for nominations and Awards of Excellence submissions is October 8, 2010.



From the Board
Featured ISPI Advocate: Lowe’s

by Carol Lynn Judge, CPT, ISPI Director

The ISPI Advocates represent international, national, and regional organizations that are committed to improving performance and support ISPI at the highest level. Current Advocates include Administaff, Amerigroup Corporation, Amgen, Carlson Marketing, Defense Intelligence Agency, Lowe’s, Maritz Inc., and Microsoft Corporation. Throughout the year each Advocate will be featured in short articles that will detail the current work of their organizations, their performance support to internal or external clients, and their work to advocate performance technology and/or ISPI. This month Lowe’s will be featured. Lowe’s has been an ISPI Advocate for over three years. For more information about becoming an Advocate or attending a future meeting, please contact info@ispi.org.

Fast facts about Lowe’s:

  • Founded in 1946 in North Carolina
  • Ranks #42 on Fortune 500
  • $48.2 billion in sales
  • Approximately 235,000+ employees
  • 14 million shoppers weekly
  • 1,721+ stores in the United States, Canada, and Mexico
  • Over 185 million square feet of retail selling space
  • 40,000 products stocked in store
  • More than 500,000 products available by special order

Workforce Readiness

Much of Lowe’s performance work is accomplished in the area of “Workforce Readiness,” which promotes learning and organizational effectiveness. The mission of the Workforce Readiness COE at Lowe’s is to support their business goals by designing and offering integrated performance improvement solutions that equip the workforce to deliver customer-valued solutions. Workforce Readiness has four foundational principles:

  • Drive business results via a comprehensive approach that includes people, processes and tools.
  • Development solutions that are tailored for position, tenure, industry experience, and selling season.
  • Structured learning plans that guide development over time.
  • A blended approach, which includes product knowledge and selling skills, that drives total project sales and optimizes the customer experience.

Business Support Process

A primary goal of Lowe’s business support process is for each Lowe’s associate to achieve peak performance. The business support process starts with a cross-functional group of business leaders who identify business goals and the employee behaviors that will help Lowe’s meet those goals. Lowe’s relies on experts in the job and key field leadership to provide advice and guidance. Detailed analysis of the business, the workplace, the work, and the worker determines current performance gaps. Solutions to bridge those gaps, which include changes in processes, tools, and curricula, are planned in a business support plan (BSP). Then they are developed, implemented, and measured to enhance business result. Numerous business support process activities are currently under way for various Lowe’s departments.

Guided Development

Lowe’s business support process provides key information to shape structured learning plans that deliver learning activities in a logical order and at optimal times. Due to this process, Lowe’s has moved away from the “just in case” approach where everyone was expected to complete the same set of training activities (whether employees need them or not) and moved toward a new “just in time” development approach with customized learning plans that are tailored to an employee’s individual training needs. To enable this more efficient and effective approach to learning, Lowe’s plans to replace their famed Lowe’s Learning Center with a new learning management system that increases their capabilities around structuring learning activities and helps to determine which activities will be most beneficial to specific employees.

For more information about Lowe’s, please contact ISPI Advocate Greg Nell. He may be reached at Gregory.D.Nell@Lowes.com. ISPI would like to thank Greg Nell for his contributions to this second article featuring our Advocate organizations and for sharing some of the accomplishments, challenges, and lessons learned at Lowe’s.

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Help Change Annoying Workplace Habits

By Dr. Rhonda Savage, CEO, Miles and Associates

If you are like most bosses, you have employee-driven pet peeves and frustrations you deal with on a daily basis. Whether it is bad manners or using company time for personal phone calls, if you have ever managed a team you have probably had to deal with these behaviors at some point. The problem is, while most of these pet peeves start off as small frustrations, they can turn into bigger problems for you and the business in the long run. The question is, as a manager, what can you do to change these behaviors so they do not affect the business negatively?

They complain about not being appreciated or recognized enough.

Dial up the praise and appreciation in your office by personally making a daily effort to recognize the good efforts of your team members. Praise and appreciation, done well, is genuine, specific, and timely. The more you dial up the praise and appreciation, the more productive and engaged employees will be! Start your team meetings with each attendee bragging about how he or she helped a client or resolved a difficult situation and then have everyone cheer that person on. Change the environment of your team meeting by starting with the positive rather than a focus on the negative.

They do not follow-through when I ask them to do something.

Asking an employee to do something over and over will lead to frustration. You need to be careful to not micromanage, but if employees are not doing what they need to do, bring it to their attention. Make certain they know what they need to do and ask them to write it down. Suggest they carry a small pad of paper with them and anytime you ask them to do something to write it down. Set a deadline for them to report back to you and then you will not have to wonder whether or not the task was accomplished. Employees need detailed, specific instruction, coaching, feedback, and appreciation or correction. If someone does not do what he or she needs to do despite your efforts, the next step is to sit down with the employee one-on-one and resolve the issue.

They have bad manners.

In an office environment, especially in offices where clients visit, messy or rude habits are unacceptable. Chewing gum and eating in common areas is unprofessional. Be sure you have chewing gum and any other personnel policies in your office policy manual. By having private, employee-only areas in the office and having a system in place for lunch breaks, you should be able to avoid these issues. Be clear about your expectations with your employees and hold them accountable, fairly and consistently, for their actions.

Additionally, if a current or potential client visits an office that looks messy or disorganized, it can reflect badly on the business. If employees’ work areas are not kept clean and organized, they can lose important paperwork and become distracted by the mess. Explain to your team the benefits to keeping the office clean and offer advice on how they can manage their own work spaces.

They do not update me regularly with information on their clients.

As a manager, you do not always have the opportunity to keep up with current and potential clients on a daily basis. This is where the importance of your employees’ ability to build relationships and listen to the customer comes into play. As your staff is building these relationships, train them from the beginning to communicate this information to you. Have policies in place where employees update you daily or weekly on the status of each client or potential client. You can even do this at your weekly staff meetings.

They do not listen to the client.

Listening skills are your employees’ number one “sales” tool. As employees, their job is to understand the customers’ needs and concerns. Listening to the customer and understanding these things will help you offer better service to the customer. This connects the customer to the business and makes the customer feel “heard.” As your employees are building these relationships, they should be relaying the information to you as the manager. By communicating any problems or concerns the customers have to you, your employees can prevent small concerns from becoming big problems.

They do not feel comfortable talking to a potential client about our services

Every employee should be able to confidently talk to prospective clients about the products or services you offer. Train your team to speak for you. They need to feel confident that they are saying what you would want them to say, especially in a difficult situation. Scripting is a valuable training tool. Write down the common concerns and questions of your clients and train your employees on how to respond.

They use their cell phones and the Internet for personal reasons on company time.

Cell phone use, texting, and personal Internet use are a form of time embezzlement. Not only are these habits detrimental to the business and the customer, but resentment will build among your team members that are not doing these things. When resentment builds, morale drops. When morale goes down, production goes down.

It is up to the owner or manager to limit use of these items and all team members need to be held accountable to the same standards. Many offices “password control” the use of computers to identify misuse. In addition, your IT person can limit access. Some offices have installed security cameras as well to monitor behavior.

They cry when stressful scenarios and conflict arise.

At times, tears may be from frustration, anger, or fear, especially with the younger members on your staff. Whether they are crying as a result of stress or a bad review, as a manager, you need to reason with this person and change the path, by calmly suggesting other ways to respond. Sit down and discuss why your employee feels the way he or she feels and how you might help resolve the issue or give tools to cope. Employers or managers that act out in anger will have more turnover and job dissatisfaction. Belittling or criticizing the employee, especially in front of another person, will only make the problem worse. The problem with a person who cries is others will avoid approaching that person because of fear of his or her response. As the leader, it is your job to facilitate the necessary change.

By following these guidelines, you can prevent what start as pet peeves from turning into big problems between you and your staff. Your staff will respect you for working with them to change these habits, rather than complaining about them to other employees. Helping employees understand their role in making the business successful gets them involved and dedicated to doing their part. You will be happier, your staff will be engaged, and the business will be successful!

Dr. Rhonda Savage is an internationally acclaimed speaker and CEO for a well-known practice management and consulting business. She is a noted motivational speaker on leadership, women’s issues, and communication. Rhonda may be reached at Rhonda@MilesandAssociates.net.

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Helping employees understand their role in making the business successful gets them involved and dedicated to doing their part.



ISPI Announces New Corporate Members

ISPI corporate members support
the society at a higher level. They help the Society achieve its mission to develop and recognize the proficiency of our members and advocate the use of human performance technology. Moreover, this high level of support fosters our continuing mission to be the preferred source of information, education, and advocacy for enhancing individual and organizational efficacy. Membership details available upon request.


In the United States, Deloitte has 45,000 professionals with a single focus: serving their clients and helping them solve their toughest problems. They work in four key business areas—audit, financial advisory, tax, and consulting—but the real strength comes from combining the talents of those groups to address clients’ needs. Fortune and BusinessWeek consistently rank the firm among the best places to work, which is good news for their talent and clients alike. When the best people tackle the most compelling challenges, everyone wins. For additional information about our newest organizational member, please visit www.deloitte.com


McDonald’s is the leading global food service retailer with more than 32,000 local restaurants serving more than 60 million people in 117 countries each day. More than 75% of McDonald’s restaurants worldwide are owned and operated by independent local men and women. For additional information about our newest organizational member, please visit www.mcdonalds.com.

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Chapter Corner

Great Resources for Chapters

If you are thinking of forming a chapter or want some inspiration for your existing chapter, you will want to check out the Chapter Resources on the ISPI.org website! You find files that can help you:

  • Create a CPT chapter event.
  • Design a high-quality chapter website.
  • Develop your new chapter’s governance.
  • Leverage ISPI’s technology services to promote your events.

Also on the site, you’ll find the Charlotte Start-up Story. Dick Handshaw and Guy Wallace documented how the Charlotte Chapter grew to more than 180 members at the end of their first year. Learn how they set up their governance, finances, programs, publications, website, and more.

While the Chapter Resource page is categorized to help organize the content, this is just the beginning. As we add resources, we will find ways to better present the content so that you can easily find what you need.

Has your chapter developed successful templates, strategies, or programs? Submit them to chapters@ispi.org along with a few sentences for the webpage. We look forward to hearing from you!

Chapter Events

Boston, Massachusetts—October 5, 2010
10 Steps to a High Performance Team
Christopher DeVany, Pinnacle Performance Improvement Worldwide

Potomac, Maryland, DC, Virginia—October 12, 2010
Performance Architecture at the 3 Levels
Roger Addison, CPT, EdD

Orange County, California—October 12, 2010
Using the Thomas-Kilmann Conflict Mode Instrument with the MBTI for Managing Complex Problems
Ralph Kilmann, PhD

Kansas City, Missouri—October 21, 2010
Modeling Mastery Performance Workshop
Guy Wallace, CPT

Boston, Massachusetts—October 21, 2010
Informal Learning: Are We Missing a HUGE Opportunity
Bob Mosher, LearningGuide Solutions

Chicago, Illinois—October 21, 2010
Crackerbarrel 3 x 12:
Three sessions, twelve presenters, plus dinner

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Tales From the Field
Understanding a Successful System from the Inside-Out

by Barb Spice

Tales from the Field, a monthly column, consists of reports of evidence-based performance improvement practice and advice, presented by graduate students, alumni, and faculty of Boise State University’s Instructional and Performance Technology department.

Introduction and Field Setting

This report describes a project conducted in Professor Don Winiecki’s “ethnographic research in organizations” class, which sought to study and understand, from the point of view of its members (the emic perspective), how an organization has succeeded in connecting diverse members of an Amish and “English” community. The setting was Vic’s Hardware, a fifth-generation establishment in a rural Midwestern town in Amish country. The research question was: “How does the culture of a store’s staff facilitate sustainable links with diverse groups in its community?”

Isolating Patterns

An initial conceptual formative model of potential factors comprising staff culture was constructed through a review of related literature, and subsequently used to plan data gathering. This formative model was intentionally broad and was actively refined through the project to gradually create a model that mapped the dynamics linking the organization and community (Schensul & LeCompte, 1999).

Data from interviews, observations, and archived documents were analyzed inductively to identify patterns or networks of influences that created and sustained organizational and community links. Triangulation of data showed systemic links to the community throughout the organization.

Dynamics of a System

Analysis identified patterns made up of three factors in staff culture that facilitate connections within the community: values, management influences, and staff interaction. A definition of each factor and sub-factors follows:

  • Values—internal guiding principles for decision making when interacting with the community
    • Service—orientation to the “other” in interactions
    • Relationships—maintaining links between community members and the store
    • Trust—following through on what is promised, regardless of short-term costs
    • History—building a personal and organizational legacy maintaining the above
  • Management Influences—organization of the physical and social environment that influences the direction and success of the business
    • Work structure—providing social and physical environment and supports allowing individuals to customize actions in response to immediate conditions
    • Rules and policies—avoiding overspecification of processes in favor of flexible orientations to immediate conditions and stable values
    • Staffing—hiring people who have earned the trust of others in the community
  • Staff Interaction—influence on one another in the presence of other staff members
    • Context—act in ways that attend to immediate conditions and satisfy values of the organization and its environment
    • Tenure—staff members’ experience with each other permits functioning in support of each other, the store, and values of community members
    • Style—familiarity with the community and each other supports distinct communication styles that serve to maintain values of the store and community

The systemic interrelationships between factors in staff culture and the community are diagrammed in Figure 1.

Figure 1. Systemic interrelationships of staff culture and factors with the community

The three factors in staff culture are experienced by the community through the primary factor of values. How those values are expressed and demonstrated by the staff is thought to be the primary means of facilitating connections within the community. These connections are made and maintained by more than simply performing with efficiency or speed or compliance against some externally defined rule system. Members of Vic’s Hardware succeed by acting in ways that fit into and maintain the local culture, its social systems, and personal desires and requirements of its clientele. It’s not simply what they do but how they do it that matters.

Values have been embedded into the cultural fabric of the store and are experienced as a reinforcing loop between the staff and the community. Connections with the community link with management influences and staff interaction, which serve as inputs to the three factors of staff culture, thereby strengthening and reinforcing the system.

Values are maintained and adapted by continually adjusting to changes such as technology, economic influences, and competition from large retailers. Adapting to change has been influenced by management in a seemingly “light” but robust manner through simple processes and policies, and by careful attention to staffing. The staff interacts by using mechanisms to obtain information and provide services that reflect established values.

Discipline-Grounded Advice

Ethnographic methods allow for identification and description of factors that constitute success from an internal or emic perspective rather than studying them simply from an external or etic perspective (Winiecki, 2007). Use of ethnographic methods in the practice of performance improvement can provide unique perspectives from a top-down approach based on rationalized or external rules. For practitioners of human performance technology (HPT), ethnography can seem unstructured and unorganized; however, when the practice of HPT incorporates an ethnographic approach, the findings can provide a deeper and more granular understanding of functioning of a system within its unique contexts.


Schensul, J. & LeCompte, M. (Eds.). (1999). The ethnographer’s toolkit. Walnut Creek, CA: AltaMira Press.

Winiecki, D. (2007). The “others” values: On the importance of ethnographic ways of looking, seeing, knowing, and acting for performance technologists. Performance Improvement, 46(9), 32-37.

Barb Spice will complete her Master’s degree in Instructional & Performance Technology from Boise State University in 2011. She is currently working as principal consultant for HRchitecture, LLC, located in northern Indiana. Barb may be reached at bspice@hrchitecture.com.

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CPT News from Around the World

Welcome New CPTs

  • Catherine F. Rodrigue, Standard Insurance Company
  • Timothy R. Brock, PhD, Manager, Science of Learning & Performance, Lockheed Martin Simulation

A CPT You Should Know

Meet Adolf Theron, CPT. Adolf lives and works in South Africa and he was recently invited to join the International Board of Standards for Training, Performance, and Instruction (ibstpi). This is the group that has developed international standards for trainers, instructional designers, and training managers. Adolf was invited to join the ibstpi board because of his contributions to the effort in South Africa of setting standards similar to a National Qualifications Framework. He recently responded to an RFP from the United Nations about “Reviewing the United Nations Competency Framework.”

Adolf is also a member of the board of ISPI EMEA, which offered its eighth Annual Conference in Gothenburg, Sweden, on September 30 - October 2, 2010. His topic “Maturity Mapping; Are your ready for high performance? - lessons from Nelson Mandela, Shaka Zulu, Attila the Hun as well as 2010 Systemic Performance Improvement triggered by ERP Technology Implementations!” reflects his ability of making complex subjects enticing and practical. I had the opportunity to hear Adolf speak at the 2009 ISPI EMEA Conference in Ireland and I left with insights I could share with my clients.

Adolf is a Domain Expert: Human Performance Improvement & Talent Management at the EPI-USE Group and Magnisol Group of Companies and Associates. He has more than 15 years’ experience in job, task, and competency frameworks; profiling; and solution design for business-, human- and system-performance improvement. For the past three years he has applied and extended this expertise to the SAP human capital and talent management implementations.

He led the design of data models with frameworks/catalogues that included functional areas, job families, jobs and positions, competency, course, technical, role and product domains. These projects also focused on feasibility studies, maturity models, integrated roadmaps, and business case preparation to manage the risks during system and process implementations. He has facilitated project teams representing business and specialists from more than five nationalities and languages across Europe and the United States and with applications in EMEA, the Americas, and the East. This includes multinational global corporations of more than 110,000 employees with global employees, shared services, and so forth.

To learn more about what Adolf is doing, you may contact him at adolf.theron@epiuse.com.

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ISPI SkillCast Webinar
Quality Tools & HPT

Wednesday, October 20, 2010; 1:00 pm EDT (USA) 
| Register Online

Tom Berstene, MA, Founder & President, Workforce Planning Associates

This session introduces (1) the seven basic tools of quality introduced by Kaoru Ishikawa, (2) the seven management tools of quality added by the Japanese scientists and engineers (JUSE), and (3) several advanced tools used in quality, and discusses the implications for human performance technology (HPT) practitioners. The seven basic tools were designed to help people new to quality apply many of the principles of quality in their work. These tools are designed to help improve the products and services of any organization. The seven management tools were added to help promote innovation, communication, and planning. Together with the seven basic tools, they help develop the basic set of tools needed in an HPT professional’s toolkit. In addition to a brief discussion on the basic and management tools, several advanced tools will be introduced.


At the end of this Skillcast, participants will be able to:

  • Identify the two major groups of tools used in quality.
  • List at least four of the tools in each major group.
  • Identify two advanced tools.
  • Describe how the tools of quality can be applied to HPT.


Many of us have heard about and even used some of the quality tools, but not all of us fully understand the logic behind their design. This session will give you a deeper understanding of why each was created, what it is intended to do, and how the resulting data are best used.


This session is for you if you want a better understanding of the available quality tools, their purpose and proposed use, and the types of decisions each is designed to support.

About the Presenter

Tom Berstene is the founder and president of WorkForce Planning Associates, Inc. Tom has over 20 years of working in the area of human resources, quality, and organizational assessments. Prior to forming WorkForce Planning Associates, He worked for Aetna as a senior design evaluation consultant measuring the quality of the training programs. In addition to overseeing the many evaluation studies on the training programs, he was a core team member for the employee satisfaction survey. Tom provided internal consulting services on numerous customer service surveys.

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Contest: Exposing Exceptional Performance in HR

by Sonia Di Maulo, Feedback Enthusiast

Exposing Exceptional Performance: It’s What I Do

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

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

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

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

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

  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 www.readytofeedback.com.

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

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

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

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

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

To submit an article, download and read the Author Guidelines, then email your article as an attachment to the editor, Holly Burkett, at pijeditor@ispi.org. PI is a benefit of ISPI membership, but if you are not a member you can still subscribe. If you are interested in joining ISPI, please click here.

Performance Improvement Quarterly (PIQ) is a peer-reviewed journal that publishes original research, theory, and literature reviews relevant to improving the performance of individuals, groups, and organizations. As a scholarly forum for the HPT field, the journal seeks to integrate and expand the methods, processes, and findings across multiple disciplines as they relate to solving problems and realizing opportunities in human performance. HPT work focuses on valued, measured results; considers the larger system context of people’s performance; and provides valid and reliable measures of effectiveness. The journal values both methodological rigor and variety, and publishes scholarship related to:

  • Process improvement
  • Organizational design and alignment
  • Analysis, evaluation, and measurement
  • Performance management
  • Instructional systems
  • Management of organizational performance

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

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

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ISPI Career Center

The International Society for Performance Improvement’s
Career Center will revolutionize how you search for jobs and source candidates! Our job board, powered by career services leader JobTarget, makes it easier than ever for ISPI members to enhance their careers and stay connected within the performance improvement community. Below you will find the most recent job postings added to ISPI’s Career Center:

Director of Talent and Organizational Capability
Kaiser Permanente
Job Type: Full-Time
Job Location: Portland, OR 97232

In this role, you will be responsible for the strategic development, planning, and management of the Talent and Organizational Capability (TOC). You will be responsible for talent acquisition, performance management, organizational effectiveness, affirmative action, and all learning and training activities. Duties include overseeing and participating in organizational implementation of human resource (HR) policy; providing general direction to managers and/or staff of these departments and developing staff competency within the HR discipline; and providing consultative services to HR business partners and senior leadership team in the area of TOC. Other duties include creating and maintaining an environment conducive to the recruitment and retention of high-quality staff, developing the direction of the Northwest region’s TOC programs, and ensuring that programs comply with applicable state and federal regulations. In addition, you will participate in program-wide TOC development issues; assist in administering overall HR functions in operating plans, police development, space allocation, and budgeting; and support all HR and regional missions, goals, and objectives.

e-Learning Instructional Designer
NYU Langone Medical Center
Job Type: Full-Time
Job Location: New York, NY 10001

In this position, you will work closely with SMEs to develop and build innovative and engaging e-learning solutions for our enterprise learning management system (LMS). We will look to you to analyze business needs; design and implement e-learning and blending learning resources; assist with LMS content and ODL curriculum development; conduct QA testing on all online training resources; troubleshoot e-learning access and performance issues; and provide LMS training to system managers, instructors, and end-users.

Training Developer—HIM
Healthcare Corporation of America
Job Type: Full-Time
Job Location: Nashville, TN 37203

The HIM Training Developer is responsible for efficient and effective development and delivery of education initiatives that are implemented by the Shared Services Group, including the implementation of an electronic medical record and HIM Service Centers. This person is a member of a cross-functional team, which includes business owners, project management, IT&S, and others as needed. This person will work closely with various groups to help implement change strategies that are needed to achieve the desired results. This person will leverage his or her knowledge and skills related to health information management (HIM) to succeed in the role. As a highly visible department representative, this person consistently demonstrates a strong service commitment by continually striving to meet and exceed customer expectations.

Training Manager—Cranes
Job Type: Full-Time
Job Location: Lexington, KY 40509

Manage and direct all aspects of technical sales, service, and parts training activities. Oversee/develop educational programs using current training techniques and best practices for both classroom and virtual learning environments. Will deliver training as well as manage other training staff. Consult with product managers and other SMEs as appropriate to build curriculum. Evaluate program effectiveness and ensure desired results are delivered. Oversee factory school logistics and related events. Manage sales/service trainee program.

Training and OD Consultant
Training Resources Group, Inc.
Job Type: Full-Time
Job Location: Arlington, VA 22203

The ideal candidate for this position would bring core skills and knowledge in training, facilitation, and organizational development as well as specialized experience and skills in the realm of e-learning, m-learning, e-facilitation, and blended learning. While this staff person would specialize in e-learning, he or she would have the ability to work with clients to identify learning needs and, based on those needs, choose the best mix of interventions to achieve results. Ideally the candidate will bring experience in a variety of contexts, including U.S. commercial and government contracting settings and international settings including developing countries. The position will be based at TRG’s Arlington, VA, headquarters. For more job listings, visit ISPI’s Career Center at www.ispi.org/jobbank.

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ISPI logo



Performance Marketplace

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

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 johnc@ispi.org. Each article will be reviewed by one of ISPI’s on-staff HPT experts, and the author will be contacted if it is accepted for publication. If you have any further questions, please contact johnc@ispi.org.

About PerformanceXpress

Feel free to forward
ISPI’s PerformanceXpress newsletter to your colleagues or anyone you think may benefit from the information. If you are reading someone else’s PerformanceXpress, send your complete contact information to johnc@ispi.org, and you will be added to the PerformanceXpress email list.

PerformanceXpress is an ISPI member benefit designed to build community, stimulate discussion, and keep you informed of the Society’s activities and events. This newsletter is published monthly and will be emailed to you at the beginning of each month.

If you have any questions or comments, please contact John Chen at johnc@ispi.org.

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

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


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