Suggests that human resources development professionals need to change their performance improvement focus and philosophy to embrace the importance of building on strengths and managing weaknesses. Identifies five characteristics indicative of employees' strengths. Describes seven strategies to help employees minimize their weaknesses while…

Five knowledge management (KM) experts discuss answers to six fundamental issues of KM that address: a definition of knowledge and KM; relationship between business and KM; whether technology has helped the knowledge worker; relationship between learning, performance, knowledge, and community; the promise of knowledge ecology or ecosystem and…

Performance improvement practitioners can be stymied to solve clients' problems. Clients may fail to recognize problems, would rather address symptoms than root causes and practitioners unable to convince clients to institute a meaningful solution. Practitioner can use internally developed data to build a case for action, create a clear vision of…

Considers three variables that can help performance technologists work more effectively with different kinds and different generations of people. Discusses recognizing the impace of position and disposition, assuring that feedback occurs, and thinking beyond old ways of operating and motivating. Suggests that the context of human interaction is…

Human performance technology is a collection of techniques for evaluating and designing human performance systems. It isn't a philosophy, a moral imperative, or a way of life. When technologists promote as more than what it is, they jeopardize their credibility and distort their own roles as performance engineers. (Author)