This issue features our first case study and articles dealing with Workforce Unity, Performance Improvement, and Leadership Development in order to strengthen, equip, and unite your Personnel.
Jennifer McGovern Narkevicius, Ph.D. continues to expound the branches of HSI for us in her informative and well written column.
Be sure to solve the Sudoku in the back, enjoy the comic, and send us any responses you have about the magazine.
Human Systems Integration: Enhance the goals of people
Human Systems Integration (HSI) focuses on the people in a system. What do the people in the system bring to overall system performance? What are the capabilities of the human element? What are the limitations?
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A major concern facing organizations today is who will take the place of their current leaders in the future. Leadership development through mentoring within the organization is one approach to addressing this troubling issue. The organizational approach to mentoring for leadership development depends greatly upon whether the desired outcome is career-centered, psychosocial, or both. The advantages and disadvantages of each approach leads organizations to model their mentoring programs based on achieving organizational objectives with the greatest reward at the least cost – a critical consideration in light of today’s economic turmoil.
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Many conferences on subjects involving HR, learning, and performance consulting provide more or less the same experience: Trainers and consultants show up and speak about their methodology or tools to other trainers and consultants. Only one thing is missing: an audience of customers, clients, corporate representatives, or anybody else who needs help in these areas. Over time we visit these learning events with lesser and lesser ROI, even though we learn a lot, the likelihood of our coming back is low.
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This issue’s article continues to address the use of the Performance Model (PM) and the Enabler Matrices (EM) in driving the requirements for the products and processes of the Human Asset Management Systems (HAMS).
This article addresses the 5th, 6th, and 7th HAMS of the Enterprise Process Performance Improvement (EPPI) model.
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Aligning human performance improvement programs and projects with the business is a critical step in ensuring a positive return on investment. Alignment begins by clarifying the ultimate need for a program, then positioning and developing the program to meet that need. Validating this alignment occurs during the evaluation phase when results are isolated to the program.
What happens when the participants of a program have multiple needs? How can data be collected and analyzed efficiently while ensuring credible results are reported?
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The global financial crisis has focused a lot of attention on the ability of different organizations to survive the economic downturn. Although the severity of the current situation is an aberration, it should not mask the fact that large organizations operate in a very challenging environment on a daily basis. They face constant competition from a rapidly evolving global economy, a product life cycle measured in months, a 4-generation workforce, and increasingly slim operating budgets.
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