ROI Approach To Retention

Taking an ROI Approach to Retention

by Jack and Patti Phillips

In the middle of a win-or-lose situation, no one wants to hear a team member exclaim, "I'm taking my ball and going home!" - especially if that "ball" is talent. Still, senior executives often hear some variation of this statement in their organizations, despite efforts to prevent it. Finding a successful talent retention approach requires shifting paradigms, changing perceptions and throwing out old habits. Outdated talent retention approaches have created six distinct problems.

1. Proactive versus reactive approach

Many organizations react to the retention issue by addressing it only when a problem arises. When they do react, they often develop enormous incentive packages to entice key employees to remain onboard. This creates a financial burden, as it costs the organization more to retain these employees than to benefit from them. A continuous improvement process cycle can help focus on consistently bettering the current talent retention situation.

2. Too many preventive programs

The philosophy is often this: If enough programs are implemented, eventually one will maintain staffing at the appropriate level and eliminate unnecessary turnover. Without program accountability, implementation results may never be known.

3. Keeping up with the Joneses

Many talent managers continually search for solutions. They try to find programs that have worked for other organizations through workshops and conferences. This approach often results in failure without proper problem analysis. An upfront evaluation can identify specific turnover causes.

4. Too many solutions

When employee retention is identified as a problem, too many organizations, even successful ones, base their solutions on an excessive number of strategies. Turnover is a complex issue with many influences. Too many solutions can burden the organization with new, costly programs with minimal, if any, results to show for them. The objective should be to allocate resources only to those that are most effective.

5. Mismatches

Too often, a solution does not address the retention problem. Perhaps there is insufficient information to provide a clear understanding of the solution required. Perhaps the wrong solution is selected or it is improperly implemented, resulting in a lack of added value. To avoid mistakes, clearly match solutions to needs.

6. Lack of payoff

When an expensive solution is implemented, management should know whether or not it made a difference. A process is needed to measure solution results from a balanced perspective. Collect different types of tangible and intangible data so management can clearly see the impact of major retention strategies.

An ROI Approach

An eight-step approach talent leaders can use to strategically promote accountability when managing talent retention.

1. Measure and monitor turnover and retention data.

Six issues need to be addressed to properly monitor and measure turnover.

a) Appropriately define turnover.

For many organizations, turnover is voluntary. For others, it stems from resignations and terminations based on unsatisfactory performance. Perhaps the cleanest definition is "avoidable turnover." It is important to define turnover and match its definition in benchmarking studies, industry reports or trade publications.

b) Report turnover rates by various demographics.

It is important to report demographics that account for differences, enabling patterns to develop and be analyzed.

c) Report turnover by critical job groups.

Employee groups that design, develop or deliver essential products and services or require special skills often in short supply should be monitored and tracked separately.

d) Report turnover with costs.

While actual turnover rates and percentages are reported monthly or yearly, additional reporting of actual costs can be more effective. Because various components of turnover cost appear in different cost statements, it is important to bring the total cost of turnover to the senior management team's attention.

e) Compare data with benchmarking targets.

It's important to compare turnover data in multiple ways:

1. Within the industry to show how the organization stacks up with others in similar situations.

2. A custom-designed benchmark project to best-practice firms.

3. A historical comparison is critical.

4. A comparison of expectations from the division manager, senior team or plant manager, to understand when a measure is not working.

f) Develop trigger points for action.

When should an alarm sound? Is turnover a rising trend or a sudden spurt? Is the measure going up when it should go down? Each of these could signal action necessary to begin exploring clauses and creating solutions.

2. Develop fully loaded turnover costs.

Turnover is often misunderstood because it does not reflect the actual costs of a turnover statistic, nor is it regularly reported to the management team. Further, it can be alarming to management when fully loaded costs are calculated for the organization for an entire year. In one technology-based organization, turnover costs were estimated at almost $2 billion with revenues of $20 billion, a frightening amount when considering the total impact on the organization.

In some turnover studies, only costs for recruiting, selection and training are considered. These are easily calculated and consequently result in underreporting.

3. Diagnose causes and needs for retention improvement.

Some causes may be obvious, while others remain elusive. Collecting appropriate data is often a challenge because of the potential for bias and inaccuracies that surfaces during the data collection process. Several diagnostic processes are available, such as exit interviews, exit surveys, force field analysis and affinity diagrams. Nominal group technique is an effective tool to understand the causes of turnover.

4. Explore a range of solutions.

Organizations are often creative in their approaches to turnover problems, but too many potential solutions can cause confusion. Ensure a solution is feasible for the organization.

5. Match solutions to needs.

This step goes hand in hand with forecasting the value of solutions, because the solutions selected for implementation are assumed to meet specific needs, making the forecast of the anticipated value imperative. When attempting to match solutions to need, consider four key issues:

a) Avoid mismatches.

b) Discourage multiple solutions.

c) Verify the match early.

d) Check the progress of each solution.

6. Forecast ROI of retention solutions.

Developing a forecast for a solution's value allows the team to establish priorities and focus on solutions with the greatest return on investment. When forecasting, accumulate as much data as possible to establish credibility for the process. Ideally, the forecast will offer a range of possible ROI values, given certain assumptions, which removes some of the risk of making a precise estimation.

7. Calculate ROI for retention solutions.

From a senior executive's point of view, accountability is not complete until impact and ROI data have been collected. Develop different data types to illustrate turnover reduction strategy. This ensures the value of the strategy is clear and enough data are developed to identify improvements. These data include:

a) Reaction to the solution and satisfaction with it.

b) Skill and knowledge acquisition.

c) Application and implementation progress.

d) Business impact improvement.

e) Return on investment, expressed as a financial ROI formula.

f) Intangible measures, not converted to monetary values.

This strategy also includes a technique to isolate the effects of the retention solution.

8. Make adjustments and continue.

The extensive set of data collected from the ROI process will provide information to make adjustments and changes in turnover reduction strategies. The information reveals the success of the solution at all levels and examines the barriers to success, identifying specifically what kept the solution from being effective or prevented it from becoming more effective. Further, it identifies processes that enable or support a turnover reduction solution.

Managing talent is an important and expensive exercise for an organization. Ensuring the right talent is retained is part of that process. Too often resources are allocated to talent retention with minimum concern for the impact the investments have on retention itself. An ROI approach has many advantages and is recommended when there is concern with preventing or reducing turnover from its current level.

[About the Authors: Jack Phillips, Ph.D., is chair of the ROI Institute Inc. and developer of the ROI Methodology. Patti Phillips, Ph.D., is president and CEO of the ROI Institute Inc.]

The Move to Mentoring

People Developing People: The Move to Mentoring

by Agatha Gilmore

When times are tough, we often look to our friends and colleagues for support. That human connection and sharing of knowledge is an invaluable tool for navigating a crisis - and now, it's an economical one, too.

According to Bersin & Associates' Corporate Learning Factbook 2009, the U.S. corporate training industry shrank roughly 4 percent between 2007 and 2008 - "the greatest decline in more than 10 years," the report stated. Yet perhaps more interesting, this decline was accompanied by a corresponding uptick in the interest in and use of mentoring solutions.

According to the Factbook report, "[some] online training hours were replaced by coaching, collaborative programs and other less-costly methods." In fact, coaching is now incorporated into 30 percent of all training programs.

"When you're talking about a decrease in training budgets, it's not just the workshops themselves, but it's the actual [number of] people that are responsible for it and able to implement it [that is decreasing]," explained Judy Corner, a subject-matter expert in mentoring at Insala, a provider of talent management software and solutions. "Even with an economic upturn, that's probably one department where it's not going to go back up. Your IT will go back up, so will other areas of the organization - product development or manufacturing. But chances are the training function will not go back up. How do you get that type of development out to people without increasing that head count? Mentoring is that. It's a way for people to get development without having to go to a training class."

While mentoring can't fully replace traditional classroom-based training and e-learning programs, it can help reinforce them and provide much-needed one-on-one support.

"Like it or not, people still need people," Corner said. "Employees are saying, 'As soon as this economic upturn begins and I'm feeling comfortable, I'm out of here.' What organizations are suddenly realizing is, 'Uh oh, we'd better be careful, and we'd better let our employees know that we really do care about them and we really want our good people to stay.' Mentoring's a great way to do that."

Another advantage of mentoring is the potential for highly customized, just-in-time learning.

"Oftentimes there isn't a specific training class to be able to address whatever that person's immediate need might be," said Morgan O'Brien, Insala's vice president of business development for North America. "For example, if I'm working for an organization that's just expanding to creating and entering global markets, there may be someone I can tap into in my organization with a question or to help reflect on a specific issue, but the training department might not have any kind of formalized structured curriculum to assist with those kinds of situations."

Although measuring the cost savings from using mentoring versus traditional training methods might be difficult, Corner said learning executives can point to the end result as proof.

"[It's] the fact that people have gotten the development they needed without the expense of going through a training function - whether it's a workshop or a course or whatever it might be," she said.

That said, organizations must be very careful and deliberate when turning to mentoring to supplement training.

"The biggest pitfall is the fact that if you don't make sure that you've got good mentors, bad habits can get passed on," said Corner, who added that learning leaders should consider offering mentoring training for business managers and other would-be mentors. "The quality of your mentoring initiatives is highly dependent on the quality of your mentors."

O'Brien added that another crucial factor to consider when implementing a mentoring program is setting the right expectations, both for mentors and mentees.

"Oftentimes mentees have a perception that their career is going to be skyrocketed by participating in this program. It needs to be clearly stated what the expected outcomes and results are going to be," he said.

[About the Author: Agatha Gilmore is a senior editor for Chief Learning Officer magazine.]

The Gentle Leader - An Article On Leadership

The Gentle Leader


By Gregg Thompson

James Kavanaugh once suggested that there are “those too gentle to live
among the wolves”. I hope this is no longer true in today’s organizations.
I believe that the “wolves” have had their day and need to make way for a
new breed of manager: The Gentle Leader. Today we need those special
leaders who can create a real sense of community and commitment in our
organizations. Leaders who see their role as one that serves the greater
good, as one that puts the interests of others first, as one that creates
places where the lowest of the low are treated with dignity and respect.
Leaders who can galvanize people around an idea that stirs their deepest
passions. Leaders who believe that position, privilege and wealth is earned
only in service of others. Men and women who use words like compassion,
sacrifice and forgiveness…and mean them. Leaders who understand kindness
and tolerance because these elements are evident in all of their decisions
and actions. Leaders who have remarkable faith in others and draw their
strength from this faith.


If you are one of these Gentle Leaders, I will admit that you have likely
faced formidable opposition throughout your career. Your stellar people
skills have been patronized and your collegial nature has been seen as
weakness. Your superiors have encouraged you to sharpen your strategic
leadership skills (usually code for “please do my job because I can’t do
it”) and become more forceful in driving high performance (even though they
would never admit to having their performance driven by others). Your teams
have always quietly achieved extraordinary results but you have been unable
to build any career momentum because you just don’t fit the mold of the
upwardly-mobile executive. You have been kept around because you are great
at getting important stuff done but are not seen as tough enough to take on
a real organization leadership role. I have good news for you….your time
has come!


Why now? Simply because many of our organizations have been beaten up to
the point of collapse and need the revitalization that can only come from a
new kind of leadership. Your kind of leadership. A leadership that
graciously sees the best in others, heals festering wounds and crafts a
new, exciting story for the organization. And this is not just about being
nice to people. This is a business imperative. The bonds of loyalty and
commitment have been so weakened that many of our organizations are unable
to take advantage of any economic upswing and will be left behind,
irrelevant in the next economic chapter. A look inside these organizations
reveals talented people who are now living out their careers in quiet
desperation. These people are merely going through the motions each day and
putting in their time. There is no shortage of advice for today’s leaders.
As engagement scores tumble, consultants and writers from previous eras are
still imploring our leaders to “drive new behaviors”, ” hold people more
accountable”, and “get the wrong people off the bus”. It’s not working, and
it’s time for leadership that can inject fresh energy and enthusiasm into
our organizations. It’s time for The Gentle Leader.


Other leaders have had their time. During the past century we have been on
a relentless journey to create commercial organizations that can survive
and thrive in demanding and ever-changing marketplaces. Uniquely-gifted men
and women have emerged to lead these organizations. From the early 1900’s
until the 80’s our companies were dominated by The Production Systems
Leader who organized us around machines and repetitive processes. This
leader was needed to bring order and predictability to the horde of
individual craftsmen who were trying to serve the emerging markets created
by industrialization. This leader was followed by The Quality Performance
Leader whose obsession with improvement in work systems and processes
resulted in previously unimaginable levels of productivity. The year 2000
birthed today’s Opportunistic Enterprisers, the “wolves” whose mission was
to extract maximum value from the convergence of technology, globalization
and fast-changing markets. They were asked to build lean, mean
organizations, set big, audacious goals, exploit every market opportunity
and be satisfied with nothing less than exceptional performance. And they
have done this remarkably well. Maybe too well. We seem to have lost
something important along the way. We have lost our organizational soul!


Many organizations have become cold and heartless entities that no longer
nourish the human spirit and are now incapable of moving forward. In our
pursuit of excellence and opportunity, we have somehow lost touch with the
very purpose of organizations and have created entities that no longer
satisfy our most basic human needs to be appreciated, to learn and to do
work that really matters. When is the last time you saw a leader put
community-building at the top of their priority list? When is the last time
you have heard a leader speak about compassion and caring as if they really
meant it? When have you seen an executive truly make a large personal
sacrifice for the good of the lowest paid member of the company?


Can one become a Gentle Leader you ask? Yes, but it is not easy and
certainly not for the faint of heart. It may very well be the most
challenging transition of your leadership career. It requires exceptional
courage, boldness and daring: the courage to confront your needs for
accolades and recognition, the boldness to invite each and every member of
the organization to put a hand on the organization’s steering wheel, and
the daring necessary to commit to a leadership agenda based only on duty
and service to others. But the rewards are worth the effort. As a new
decade dawns, you will be the leader who forges new pathways into the
future. Now is your time to step up to real organization leadership. But
watch out for the wolves. They will not go quietly into the night.


About the Author: Gregg Thompson is the President of Bluepoint Leadership
Development. He is a facilitator, coach, author and speaker.

Consider The Consequences

Consider The Consequences

Become very, very sweet. Remove even the slightest trace of anger. Whatever you think, whatever you say, consider carefully all the consequences beforehand. By performing actions knowing their consequences, success is definitely experienced.

I also have 6 practical tips for managing information overload.

For now, let's define information overload as "the inability to
obtain the knowledge you need or want from the large amount of
information available to you."

The problem is that there is far too much information flowing our
way, leading us to become overloaded, confused, and sometimes
even a bit paralyzed as we try to sort through and make sense of
it all. This kind of information overload gets in the way of our
productivity in a variety of ways, so if you want to simplify
your life and increase your effectiveness it make sense to look
at the problem and find ways to minimize it.


Tip # 1 - Don't try to know everything


Don't fall into the trap of thinking that you have to know
"everything" that's out there and flowing your way. It's
impossible to truly know everything about any subject, so don't
waste your time and energy even trying.

Instead, figure out what you really need to know right now and
focus on that. Given your current priorities and goals, what
information do you really need to have to accomplish those
things?


Tip # 2 - Know what you need when you start


Before you start to sort through information and read materials,
take a few moments to identify what it is you really need to gain
from the process. In other words, how much detail do you really
need to take in? If all you need is a general idea or overview of
a subject or topic there's no need to waste time wading through
large amount of detail.


Tip # 3 - Focus on relevance, importance and value


Some people feel guilty when they don't read everything that
comes their way; in fact, this is a major contributing factor to
getting caught up in information overload.

You feel guilty about passing up information so you try harder to
absorb even more, creating a vicious cycle of scooping up vast
amounts of information based on the fear of missing something
important.

The key to getting out of this cycle is to focus on the
relevance, importance, and value of information.


Tip # 4 - Centralize your communication and information sources


The fewer places you need to look to get your information the
better. Try consolidating different sources into a single tool
(for instance, route RSS feeds into your email client so you
don't have to look in both places).


Tip # 5 - Establish check times and routines


Don't check for information repeatedly throughout the day because
this is a huge time waster and sets you up to get bogged down in
information overload. Instead, set aside specific times during
the day for checking information (check email, read RSS feeds,
pick up voice mail, etc.)


Tip # 6 - Balance narrow vs. broad


This is one of the challenging parts of establishing an
information management system because you need to take in both
kinds of information; that is, information that's narrow and
specific to your field or discipline, as well as information that
is broad and exposes you to new ideas and ways of thinking.

Spend too much time on narrow information and your thought
processes can become myopic and stagnant. However, if you spend
too much time on broad information you can quickly fall out of
touch with current thinking in your field and get distracted with
irrelevant details.


These tips come directly from a *new* 23-page bonus report that I
just added to the Get Focused course... you can get it along with
the course here:

--> http://www.GoalsToAction.com/GetFocused/

Rodger

Attract and Retain Talent With Concierge Services

Attract and Retain Talent With Concierge Services

by Tillie Hidalgo Lima

An employee leaves for lunch only to find his car in the parking lot with a flat tire. Instead of wasting company time dealing with the tire store or perhaps roadside assistance, what employee wouldn't love to be able to hand off this problem to someone else? If the company offered concierge services, that's exactly what could happen.

Workforce Priorities

Everyone in the workforce today is time-starved, but younger generations in particular have a strong desire for work-life balance. In 2006, The Herman Group reported that members of Generation Y often demand to know how their work will help them live the lives they want to lead. Work is an enabler of life for them, not the reason for it.

One practical way to support a healthy work-life balance is to employ concierges to offload simple but time-consuming chores from employees. Some of the most popular services are:

a) Personal shopping: picking up gifts or supplies.

b) Automobile: car repair or fill-up.

c) Mailing, shipping and postage: going to the post office.

d) Information research: from child and elder care to product comparison.

e) Dry cleaning and laundry: dropping off and picking up.

These services allow employees to stay focused on their jobs, be more productive while at work and make their free time more enjoyable when off work. This gift of time is useful for all employees, unlike some benefits, such as tuition assistance, which only apply to a subset of workers.

Results Prove the Value

Companies that use concierge services often see increased employee retention, sometimes cutting turnover in half. The associated cost reduction in recruiting expenses drops directly to the bottom line. In 2005, Bronson Healthcare Group, a network of hospitals, clinics and health care providers in Michigan, reported $250,000 in annual savings as a result of offering concierge services.

Productivity also increases, giving employees approximately two hours back for each fulfilled concierge request. Many employees will pour this time back into their work. Further, based on 2008 client surveys, Best Upon Request Corporate Inc. reported that more than 90 percent of respondents said concierge service reduced their stress and helped them achieve a better balance between work and their personal lives.

A Good Investment

It is important to take care when establishing a concierge service program so that it is robust enough to provide real support for employees. Proper setup likely will include:

a) Staffing the concierge position with the right person.

b) Establishing a tracking mechanism for requests.

c) Insuring and bonding concierges so they can enter employees' homes and drive employees' cars.

d) Providing an easy-to-use payment system for employees.

Most businesses will pay for concierge services, while employees pay for directly incurred costs, such as car repair or dry cleaning bills. The benefits companies derive from offering the service - improved retention and increased productivity among them - make it relatively easy to justify the investment. As illustrated by Bronson Healthcare, the return to the business far outweighs the cost.

[About the Author: Tillie Hidalgo Lima is president and CEO of Best Upon Request Corporate Inc.]

Tips to Improve Workplace Communication

Tips to Improve Workplace Communication

by Deanna Hartley

Job frustration and conflicts often arise due to ineffective communication or poor relationships in the workplace. But the advent of a new decade offers talent managers the opportunity to make a New Year's resolution to communicate more effectively with employees and improve workplace relationships - thereby creating a high-performing work environment.

"Poor workplace communication usually involves politics and backbiting and is built on the fundamental error that by making someone else look bad, you can make yourself look good," said Samuel Chapman, CEO of Empower Public Relations and author of The No-Gossip Zone: A No-Nonsense Guide to a Healthy, High-Performing Work Environment.

Many individuals who indulge in office gossip say it's a social lubricant and the fabric of some of their relationships with colleagues, Chapman explained. "Even though [gossipers] think they're being clever, it usually backfires [because] positioning someone negatively [makes them] look really bad," he said.

Ineffective communication and meaningless chatter may appear to be rather harmless on the surface, but they can have a tangible impact on a company's bottom line.

For instance, Equisys, a business communications company, conducted a study in 2002 that found that about 65 hours a year are wasted on gossip per employee. And that was long before IM chat made its way into regular office communications and text messaging usage took off.

Chapman said gossip is unprofitable behavior where everybody loses, and since some 60 percent of workers have cited gossip as their No. 1 pet peeve in the workplace, according to a 2007 Randstad USA study, it would be in a manager's best interest to take the necessary steps to eradicate it.

"If they can eliminate at no cost workers' largest complaint, the pathway to productivity seems clear," he said.

It's imperative for managers to take a proactive role to make their workplace a gossip-free zone and instead promote authentic communication in the workplace. A manager can start by tactfully stating what's on his or her mind to an employee's face instead of making negative comments behind the employee's back.

"Don't walk around with a bunch of things you're feeling about employees but not telling them," Chapman said. "The role of management is to be a model of good behavior, because managing people is like raising children - they do what you do; they don't do what you say, so managers have to be an example to all."

Another tool Chapman recommends for managers to improve workplace communication is to convert complaints into requests.

"Negative feedback is a gift, but [managers should] shun criticism," he said. "Criticism is: 'That work stinks,' [whereas] negative feedback is: 'That work has spelling errors,' or even better: 'Would you be sure to spell check your work before you give it to me?' [That way,] instead of just hearing an angry person, employees know what steps to take."

[About the Author: Deanna Hartley is an associate editor for Talent Management magazine.]

Human Performance 2000-2010

Human Performance 2000-2010

by Harold D. Stolovitch, Ph.D.

In 1999, I completed two best practices studies on learning and performance: one on technology-based interventions, and the other examining the training investments, strategies and performance support. A simple conclusion emerged: Fundamentals, not fads, were the keys to success.

My 2000 article opened as follows: "Don't expect amazing miracles to dramatically transform human learning and performance just because we are on the threshold of Y2K. Rather, look for what we have already learned about performance improvement to become increasingly refined and applied in the workplace."

1999 was a heady year. The dot-com bubble had not yet burst. The devastation following the dot-com implosion - and certainly the current depressed economy - was nowhere on the horizon. People believed technology was the key to progress. My opening general prediction still holds. Performance improvement practices have advanced by degrees far more than by revolutionary innovation. Compare my 1999 predictions to today's reality for yourself.

1. Clear understanding of uses and limitations of technology-based learning (TBL):

Substitute "better" for "clear." TBL is integrated into mainstream workplace learning strategies. E-learning is approximately 30 percent of training delivery. After dramatic entrances, electronic performance support systems and knowledge management (KM) were quietly assimilated. The Web has increased its presence, but has not wildly altered things beyond naturalness of use. Twitter, blogs, RSS and social networking are only marginally impactful on performance.

2. General commitment to front-end analysis before launching into training ventures:

Sadly not so. There is more awareness of the need to conduct performance gap analyses, but not much evidence of increased activity.

3. High demand for soundly engineered learning systems, courses and materials rather than cobbled-together info dumps:

Recent cost cutting has dampened progress. Speed to delivery rules. Not much advancement since 2000.

4. High demand for evidence that training and other performance interventions work and an emphasis on demonstrated ROI:

Rhetoric has increased. Human capital management (HCM) and human capital analytics (HCA) have appeared. Interest in ROI runs high, but there is little evidence of ROI being done. I anticipate, however, that pressure to demonstrate workplace learning and performance payoff will stimulate more front-end analyses and impact ROI measurement activities within the next few years.

5. Rediscovery of the value of live, interactive learning events:

Live events - face to face or Web based - have experienced a resurgence of interest. About 70 percent of all learning events to improve performance are live and synchronous.

6. Deeper understanding of learning organization, corporate university, knowledge management and reusable learning objects (RLO):

All of these have evolved over the past 10 years. Most modern organizations possess multifaceted learning and performance support networks. Corporate universities have progressed beyond courses and curricula. KM no longer means costly IT systems; it is conducted through myriad channels. RLOs are far more nuanced than the initial courses-by-numbers naivete.

7. Larger numbers of partnerships between internal and external groups for improving human performance:

Despite service outsourcing cutbacks, the trend is moving upward. External learning and performance experts team with internal specialists to produce high-quality, rapid interventions.

8. Transformation of training to human performance support services:

Performance consulting is much more present today than in 2000. Training groups have generally morphed into learning and development, learning and performance, or performance enhancement entities.

9. Emergence of human performance technology as a major influence for achieving workplace and societal goals:

Emergence, yes. Major influence, still a distant dream. Nevertheless, there is progress, as witnessed by the growth of university programs, publications and numbers of performance professionals.

Despite service outsourcing cutbacks, the trend is moving upward. External learning and performance experts team with internal specialists to produce high-quality, rapid interventions.

Human performance 2010, as predicted, has become increasingly refined and applied in the workplace. Wither 2020?

[About the Author: Harold D. Stolovitch, Ph.D., CPT is a principal of HSA Learning & Performance Solutions LLC and is emeritus professor of instructional and performance technology at the Universite de Montreal.]