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Back to the Performance Improvement Journal Home PageAugust, 2005 Editor’s Notes: The Synergy of Learning, Reflection, and Performance Improvement Commentary-Building Leadership: How Pride in Your Work
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Executive Summaries
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| TEAMing for Strategic Learning and Performance Improvement by Linda M. Hogan, CPT, MS The challenging current economic environment requires cost-effective implementation of strategic learning--training and performance improvement that focuses on business priorities and achieves measurable cost savings. Using the acronym TEAM, this article describes four concepts to identify and implement learning strategically linked to business needs, providing high value to the organization: Target desired business results, Engage stakeholders, Achieve quick wins, and Measure results. These concepts are linked to the 10 Standards of Performance Technology identified by the International Society for Performance Improvement. References to the goal setting and organizational change research and examples from the author’s work at General Electric and Johnson Controls Inc. are provided. The Synergies of the Learning Organization, Visual Factory Management, and On-the-Job Training by Chong Tek Aik The job of designing training programs that effectively train workers is crucial to continuous performance improvement. Training managers must find ways to select the most effective ideas and methods from the many that are available. This article provides a holistic view of the learning organization, visual factory management, and on-the-job training. This synthesis of ideas may help training managers understand the most important factors to consider in their training programs and to determine the ideas that are most appropriate for their training needs. On the Path to Excellence: Effective Benchmarking Through the Case Study Method by Robert Rogowski The article addresses the issue of moving a reasonably performing firm from good to great by following four specific stages of improvement: (1) benchmarking in search of the best practices globally; (2) focusing on the targets by studying the competitive dynamics; (3) determining to face reality in one’s own organization; and (4) collecting detailed data from customers and employees to reshape the organization. This method is a practical and proven one that can be applied in many organizations. It uses the workshop environment for disseminating knowledge and the case study as a powerful tool for benchmarking the management best practices of others. It allows better understanding of the chief competitors, more realistic understanding of one’s own organization’s strengths and weaknesses, and a more focused response by addressing customers along criteria they can relate to. This entire approach allows leaders to experience their own firm, industry, and competition with a fresh external perspective and more realistic and critical mindset, while exploiting in-depth insider knowledge for growth potential in strategy and operations. The Impact of Human Interaction on Supply Chain Management Practices by Tosanwunmi C. Maku, Terry R. Collins, PhD, PE, and Mario G. Beruvides, PhD, PE This article examines central issues in the supply chain management (SCM) performance measurement literature: business strategy, SCM performance measurement, and human interaction. A review of related literature presents a backdrop for the development of a conceptual framework to investigate the impact of human interaction on supply chain practices. The framework highlights pertinent factors that contribute to SCM performance. An operational definition of human interaction within supply chain practices is presented. The work taxonomy research methodology is introduced to assess human interaction. A case example is used to elucidate key concepts. The results hold far-reaching benefits to SCM practices and present opportunities for future research activities. Moving Beyond the Training Room: Fostering Workplace Learning through Online Journaling by Vincent L. Cyboran, EdD Active reflection by employees, especially as practiced through journaling, has been shown to have a variety of positive outcomes, including improvements in learning, job performance, empowerment, and skill transfer from formal training sessions. This article provides background on two forms of journaling that can be instituted in the workplace to foster employee reflection: dialog and directed. Such journaling can be used for a variety of purposes, including coaching and mentoring. Specific considerations and recommendations for implementing workplace journaling online are provided, and issues associated with each method are discussed. The Performance Technologist’s Toolbox: Literature Reviews by Anne F. Marrelli, CPT, PhD This article on literature reviews is the fifth in The Performance Technologist’s Toolbox series on data-collection methods. Literature reviews are described and several applications in performance technology are explained, including: building a base of professional knowledge, performance and cause analysis, identifying and developing performance interventions, job analysis and competency modeling, measurement and evaluation, and benchmarking. The advantages and disadvantages of literature reviews are outlined. Guidelines for planning and conducting literature reviews are also presented.
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