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Performance Case Studies

  • Soaring to New Safety Heights:  This article illustrates the strides have been made at the Vanderbilt University Medical Center (VUMC) by using an adapted  program for commercial airlines and the military to get employees performing at higher, more patient-centered levels. Safety and high levels of quality are the goals for this program which started in 2003. T+D v60 n1 p51-54  January 2006
     
  • Five Steps to Leading Strategically: This article asserts that few organizations view their leadership development programs using a strategic business perspective. This case study explains how the Center for Creative Leadership and Catholic Healthcare Partners  used five steps to create a leadership strategy. The five steps used are: clarify aspirations and business strategy; identify capabilities to implement business strategy; assess those capabilities; make leadership development a key component; and get top executive support. T+D v59 n12 p45-47 December 2005
  • Getting up to Speed: This article covers the improvements Ranstad made to its employee onboarding program.  Some of the changes made include transforming the classroom-intensive six-week onboarding program into a 16-week blended learning curriculum that reduced classroom instruction and included much more self-guided e-learning and on-the-job activities and eliminated four days of classroom training. Job shadowing, mentoring, and manager-facilitated training were incorporated into this updated program as well. The article provides two graphs --onboarding activities and employee knowledge pre- an post- onboarding.  T+D v59 n12 p49-52 December 2005 
     
  • Strong Medicine Required: This article outlines how Mayo Clinic Arizona stemmed its employee retention and dissatisfaction problem by thoroughly researching the best solutions for these problems. With the assistance of an outside consulting group, two years were devoted to researching possible interventions and solutions including training. Programs that focused on new supervisors were determined to be the best solution. Training, evaluations, and the selection of metrics to measure meaningful outcomes were identified. After study, it was determined that there was no statistical difference seen between coaching sessions and classroom training interventions existed. Armed with this information, the HR department now requires mandatory classroom training for all new supervisors. The results show a decline in employee turnover and an increase in employee satisfaction. T+D v 59 n11 p34-38 November 2005
  • A Tale of Two Goals: This article describes how a team of performance analysts from the US Navy's human performance center created a model for defining comprehensive and holistic goals throughout the organization. The author walks through the process of analyzing an organization's goals and determining their effect on the organization as a whole, the department level, and then the individual level . It asserts that the ultimate goal is to add value to the organization by getting the stakeholders to work from the same page and link organizational goals with individual performance goals. T+D v59 n6 p56-61 June 2005
     
  • Change: It’s an Inside Job!  When a not-for-profit financial services organization set out to make strategic changes, the training and development department began its own parallel journey: a transition to Human Performance Improvement (HPI). Bernadette Johnson takes you inside and shares what it was like to begin that shift. ASTD LINKS v3 n11 November 2004