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2018 Award Recipients
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Outstanding Human Performance Intervention

Organization: U.S. Coast Guard Training Center Yorktown 

Title: U.S. Coast Guard Marine Investigating Officer Course Extension

Project Team Information: LCDR Christian Barger, Project Manager, Marine Inspection and Investigation School;
Mr. John Winter, Course Chief, Marine Inspection and Investigation School;
LT Stephanie Moore, Course Administrator, Marine Inspection and Investigation School;
Mr. Lonnie Eskeli, Course Administrator, Marine Inspection and Investigation School;
LCDR Kelli Dougherty, Instructor, Marine Inspection and Investigation School;
LT Sonha Gomez, Instructor, Marine Inspection and Investigation School;
CWO Cynthia Reavis, Instructor, Marine Inspection and Investigation School;
LCDR Jason Franz, Program Manager, U.S. Coast Guard Office of Investigations and Casualty Analysis;
LCDR Krista Welch, Training Manager, U.S. Coast Guard Force Readiness Command;
LCDR Ann Bassolino, Observer, U.S. Coast Guard Training Center Yorktown - Marine Safety Branch;
Mr. Rick Symonds, Observer, U.S. Coast Guard Traveling Inspection, Training Support & NCOE Staff;
Mr. Dave Dolloff, Observer, U.S. Coast Guard Traveling Inspection, Training Support & NCOE Staff;
Mrs. Martha Stewart, Observer, U.S. Coast Guard Training Center - Training Division;
Mr. Richard Stoud, Pilot Convening Observer, U.S. Coast Guard Training Center - Performance Systems Branch

Description:This project involved the identification, implementation, and evaluation of a five-day extension to the U.S. Coast Guard Marine Investigating Officer Course. The cost/resource neutral solution was evaluated to determine the effectiveness at meeting the core objectives of eliminating excessive student and staff hours while ensuring no degradation of training fidelity.

Organization: U.S. Coast Guard Training Center Petaluma

Title: U.S. Coast Guard - Shipboard Baking Course

Project Team Information: LCDR Andy Campbell;
CSCM Justin Reed;
CSCM Kipp Rice;
CSC Justin Patch; CSC Nicole Steele;
CSC David Hoover;
CS1 Megan Mullen;
CS1 Jose Cermeno;
Denise Mark;
Shyla Volk;
Robert Neidel;
Linda Ryan;
Paul Robbins

Description:  In 2014, the U.S. Coast Guard's Training Center in Petaluma designed a course that offered a blended approach to providing advanced baking principles to its members assigned aboard large platform ships. This course provided bakers with the ability to obtain the knowledge components necessary through a self-paced e-learning module containing supporting video demonstrations and recipe job aids. This was also implemented as a prerequisite for validation for enrollment to attend a five-day residential course. Upon successful completion of this course, members are able to provide subsistence to their operational shipmates such as yeast raised donuts, Danish pastries, pizza dough, hamburger and hotdog buns, and Italian wheat breads from scratch using limited resources.

Organization: US Customs & Border Protection

Title: The Supervisory Leadership Training (SLT)

Project Team Information: Assistant Commissioner, OTD, Christopher Hall;
Deputy Assistant Commissioner, OTD, Paul Baker;
Leadership Development Center: - Director, Katherine Coffman;
Assistant Director, Tamara Thompson;
Todd Fraser, Course Developer/Instructor, LDC; David Meyer, Operations Officer, U.S. Border Patrol HQ;
Mary Miller, Course Developer/Instructor, Field Operations Academy;
Joseph Kempa, Supervisory Border Patrol Agent (refined Manassas);
Scott Kilbride, Advanced Leadership Instructor, LDC (Initial Manassas);
Jess Liptak, U.S. Park Service (Initial Manassas;
Rafael Cano, Assistant Chief, U.S. Border Patrol HQ (Initial Mentors);
Logan Snider, Watch Commander, El Cajon Station (Refined Mentors);
John Farmer, Course Developer/Instructor;
U.S. Border Patrol Academy Instructional Design Center: - Director Reed Stephenson;
Assistant Director David Padley;
Supervisory Instructional Systems Specialist Maria Dahms;
Supervisory Instructional Systems Specialist Jeffrey Robertson;
Instructional Systems Specialist Elyse Deogracias;
Instructional Systems Specialist Elizabeth Wisch;
Instructional Systems Specialist Sandra Robell;
Instructional Systems Specialist Jeff Schartner;
Instructional Systems Specialist Stacey Leber;
Instructional Systems Specialist Cara Hannan;
Systems Specialist Mark Mitchell;
Supervisory Border Patrol Agent Brian Collins;
Supervisory Border Patrol Agent James Allen

: The Supervisory Leadership Training (SLT) program provides new first-line supervisors with the practical leadership skills and management tools needed to successfully manage the responsibilities and challenges in their supervisory role. It also serves as the foundation upon which supervisors will build other leadership competencies throughout their career. The SLT was redesigned in 2016 and used the DHS Cornerstone Accountability Guide as a blueprint for success. The redesigned course exceeds all DHS leadership training requirements and federal mandates, and incorporates recommendations from two independent audits. It is essential that supervisors understand and are capable of fulfilling their many roles and responsibilities to sustain a workforce that is ready, willing, and capable of mission excellence. The SLT redesign was an investment in both the strategic direction of CBP and in creating conditions for an engaged and high-performing workforce in support of mission achievement. The 13-day course covers the essential soft skills of leadership theory and weaves those skills through the procedural and regulatory processes that govern supervisors in the federal workforce. The result is an agency-specific program that allows participants to discover their leadership talents and apply them to real workplace issues. Each lesson includes an opportunity for self-reflection, time to develop personal leadership philosophies, scenarios, and time to work on workplace case studies. An experiential learning trip to Manassas Battlefield blends all of the lessons learned throughout the course and pulls them together in a historical framework, allowing participants to see how leadership behaviors and characteristics shaped history.

Organization: US Coast Guard, Yorktown

:  USCG Precision Marksman Observation Team Front End Analysis

Project Team Information: Eileen Maeso, Lead Analyst,
LCDR Nathan Hudson, PTC Analysis Branch Chief,
Mr. John Martin, Performance Analyst,
MSTC Amanda Lea, Performance Analyst,
Ms. Veronica Hocutt,  Performance Analyst,
Mr. Mark Quinlan, Program Representative Office of Specialized Capabilities,
CDR Timothy Holt, Office of Aviation Forces, Program Representative,
CDR Baldueza and LCDR Taylor Carlisle, Special Missions Training Center

Description: The CG Precision Marksman Observers (PM-O) primary function is to provide the real-time accurate information through surveillance techniques on the capabilities, intentions, and activities of an actual or potential adversary or Target of Interest (TOI) and the reporting of that information. PM-Os may work in pairs, which constitutes a Precision Marksman-Observer Team (PM-OT).


Outstanding Human Performance Communication

: ISPI Bay Area/Boise State Chapter 

: ISPI Bay Area/Boise State Chapter

Project Team Information
: ISPI Bay Area / Boise State (BABS) Chapter is a chapter of ISPI. What is it that you want from a professional organization? Would you like to: #Build enriching, rewarding relationships? #Develop your leadership skills? #Partner with professional peers? #Keep up-to-date on proven practices and industry trends? Then you are looking for the ISPI BABS Chapter! ISPI BABS is a young and rapidly expanding professional association. The Boise State Organizational Performance and Workplace Learning (OPWL) department and student body have joined forces with what was the ISPI Bay Area chapter in Northern California to form a new, organizational chapter that operates virtually—and that is the BABS chapter. Although the group has strong roots in Northern California and the Boise OPWL community, we welcome new members in Northern California and other educational institutions. 

Description: The chapter's communication supports ISPI's purpose of being better matters. We are helping universities and other organizations, both public and private, to build up human performance technology (HPT) practitioners' competency through attending webinars, holding webinars, publishing articles, holding networking events, and participating in conferences to ultimately make the world a better place. The objectives and strategies pertaining to marketing and communication are located in our yearly strategic plan. In general, the target audience becomes aware of our communication through different channels. We post on our website, and we send out flyers to our contact list (more than 500 people) as well as to our chapter members and other ISPI chapters. We use LinkedIn and Twitter to advertise upcoming events. We depend on the external publications such as the Performance Improvement Journal and PerformanceXpress to do their own communication about the upcoming journals and publications. We are also starting to experiment with blogging on social media channels. We currently do an outreach to all ISPI chapters about our webinars to invite them to attend our webinars at no cost. We have been doing this consistently over the past four years. The process is being formalized with collaboration with the Texas Chapter of ISPI. This has taken off with ISPI BABS sharing all webinar content, and the attendance from other chapters has increased over 50%! The practical aspects of the communication are as follows: (1) use of HPT concepts in the universities; (2) use of university research findings shared with the chapter; and (3) the chapter, in turn, sharing that information.

Organization: Institute for Needs Assessment and Evaluation (IFNAE) 

: Partner for Performance: Strategically Aligning Learning & Development

Project Team Information
: Ingrid Guerra-Lopez, PhD Professor, Design & Performance Systems Wayne State University;
Karen Hicks, PhD Director of Assessment Lansing Community College

DescriptionPerformance improvement professionals know not to take a client request at face value. But can they effectively steer misguided initiatives in the right direction, arriving at a solution that works for their customers and organization based on measurable needs? For decades we have heard frustrated professionals say that “conceptually” they know they should not jump into solution selection without first validating performance needs, but they simply do not know how to transition from taking solution requests to partnering with clients to help them arrive at meaningful results.

Partner for Performance: Strategically Aligning Learning & Development offers an actionable framework and a wide range of validated tools for aligning the practices and solutions used by learning and performance improvement professionals with the organization's needs. The authors? Ingrid Guerra-López and Karen Hicks offer a detailed approach to help professionals in our field become trusted allies to managers and respected consultants to business leaders. The success of their approach is based on taking deliberate actions that build lasting partnerships with stakeholders at the beginning and throughout the strategic alignment process. This is typically taken for granted in other front-end approaches, and yet it is the basis for managing change and delivering sustainable solutions. The book provides a detailed process for uncovering and calibrating stakeholder expectations to effectively transition to the technical phase of needs assessment, root cause analysis, and solution selection. Additionally, it provides guidance and tools for defining effective implementation, transfer, and monitoring strategies that support sustainable solutions and continual improvement.

Organization: The Boeing Company

: Publications Strategy for the Boeing Company ISPI Chapter/Performance Consulting Skills Community of Excellence

Project Team Information
: The Boeing Company Mary Rita Roux-Zink, Boeing ISPI Chapter lead for Publications Team, Boeing, Leadership, Learning, and Organizational Capacity (LLOC);
Perri Kennedy, Boeing ISPI Chapter member, Publications Team, Boeing, LLOC;
Anna Aziz, Boeing ISPI Chapter President, Boeing, LLOC;
Martin E. Zink, Boeing ISPI Chapter President Elect (2018), Boeing, LLOC.

: For the past three years, the Boeing ISPI Chapter / Performance Consulting Skills Community of Excellence has focused on deployment of their publication strategy. In alignment with ISPI's emphasis on publication of topics that are relevant to performance improvement (PI) practitioners, the Boeing Chapter’s focus has been to work in teams to develop, write, and publish articles that provide insights and tools for the PI practitioner. The work of the publication strategy team has resulted in three publications in the past three years. This application will include the most recent publication.

Organization: State Grid Corporation of China

: Fostering Young Leaders in Western China to Achieve Business Goals

Project Team Information
: Li Li, Director, Advanced Training Center, Section Leader State Grid Corporation of China (SGCC.com.cn);
Tao Cheng, Advanced Training Center, State Grid Corporation of China (SGCC.com.cn);
Xianchao Zeng, Section Leader, Advanced Training Center, State Grid Corporation of China (SGCC.com.cn);
Lu'nan Cheng, Section Leader, Advanced Training Center, State Grid Corporation of China (SGCC.com.cn);
Jing, Wu, Section Leader, Advanced Training Center, State Grid Corporation of China (SGCC.com.cn);
Yuming Pan, Co-President, Advanced Training Center, State Grid Corporation of China (SGCC.com.cn)

Description: Talent is an important driver and engine for strategic development, especially for State Grid Corporation of China (SGCC), ranking second on the Fortune Global 500 in 2017. Responding to the West Develop Strategy and "Belt and Road" initiative of China, the company must speed up to construct the Strong Smart Grid. The western region of China reserves more abundant energy, especially clean energy. However, being the region yet to be vastly developed, enterprises from this region were short of talent. The challenge is to develop young qualified talents to take over the challenging projects within a relatively short period of time. To answer this call, SGCC initiated this project. It set up a framework to systematically select and develop young frontline leaders from seven western provinces, including Shaanxi, Qinghai, Gansu, Xinjiang, Ningxia, Tibet, etc. The project took a holistic approach containing three stages—a two-week concentrated training, a six-month job rotation in the east, and a one-year on-the-job project assignment. It was measured at all four levels of Kirkpatrick's training evaluation model. From 2011-2015, 309 trainees were trained, easing the talent shortage situation in western region. In total, they participated in 850 research projects and won 674 awards. About 25% of them were promoted. As a result, the west power grid achieved 367.9 billion KWH of electricity sales in 2015, and the gross business income increased 54%. The power grid line loss rate was 2.97% in 2015, under 3% for the first time. The region's average personnel productivity increased to USD 57,800 per year, up 100.46%.

Organization: Sanofi China

: Building a Learning & Measurement System to Help Sales Grow

Project Team Information
: Liang Tian, Head of Sanofi University;
Jean Chen, Assessment and Project Director;
Bingchun Chen, Senior Assessment and Project Mgr;
Gordon Lu, Assessment Project Manager;
Lei Zhao, Senior Assessment Manager; Susie Liu, Assessment Project Manager;
Xiaoyan Zhou, Senior Assessment and Project Mgr;
Chi Duyi, Assessment Specialist; Yuan Yaqi, Assistant

Description:  Due to China's regulation changes in the pharmaceutical industry since 2014, multinational companies in China faced huge business challenges. At Sanofi China, these challenges included erosion of market share by competitors, record-breaking low client satisfaction, incapability in execution of marketing strategies, troubled team morale, and so forth. To find an appropriate solution to cope, these challenges became crucial. We collected data from  interviews of the executive committee, over 50 BU heads, sales directors, and regional managers; external professional-level test of sales force (RDPAC MRC test); and third-party client research data (IMS Health). After systematic analysis of the internal and external data, it pointed to the huge gap in the sales force's capability. To identify the root cause and solve the problem, we worked with internal partners (marketing, medical, HR, IT) to design and implement a large interactive learning and measurement system covering about 6,000 sales employees since fall 2015. The system focused on improving their professional knowledge and skills by learning, practice, assessment, and feedback. It has been routinely running for two more years. The solution also includes: (1) marketing strategy fine-tuning based on insights of assessment data, (2) HR process optimization to address the motivation problem (including incentive plan and promotion opportunities), and (3) tracking of behavior changes. The results show significant customer satisfaction improvement and business outcomes beyond expectation, through the enhancement of sales employees' knowledge, skills, and changes in their behavior.

: Fidelity Investments, Asset Management Talent Development

: Global New Hire Onboarding Program and Execution Support Tools

Project Team Information: Lisa Miller, Program Director
Donna Tortorella, Director, Project Management and Instructional Design;
Niles da Silva, Director, Technology and Operations;
Melissa Koester, Onboarding Training Manager;
Gopi Pandra, Web Developer;
Yogish Gowda, Web Developer;
Mary Lou Bowen, Contract Project Manager/Instructional Designer;
Cara Cantarella, Contract Project Manager/Instructional Designer;
Jennifer Latanowich Villeda, Contract Learning Coordinator;
Allison Vey, Director, Human Resources

DescriptionThe objective of the project was to create a holistic, 13-month, improved Global New Hire Onboarding Program that analyzed and identified improvement opportunities and addressed those with a high-touch program with minimal administrative overhead and footprint. The revised approach had to include support tools to manage both the consumption and program execution. The project had to be created from existing standard office technology tools that minimized development or acquisition costs, while also managing the human effort and tracking required by automation wherever possible, without reducing the efficacy of a high-touch onboarding approach. It also needed to reduce the onboarding-related burden for managers, decrease the attrition of new hires, and reduce re-staffing costs of replacing new hires, while measuring this improvement and the return on the investment in the program's development and ongoing administration.

Organization: China Star Optoelectronics Technology Co., Ltd

: Shortening Time on Receiving and Processing Work Order by IT Service Center

Project Team Information
: Qu Jiehua OA Head Wuhan CSOT Co., Ltd;
Pao Yinji Deputy Director of Information Center Wuhan CSOT Co., Ltd;
Xu Xianhua Head of Engineering Dept. in Colored LCD Film Factory Wuhan CSOT Co.., Ltd;
Ren Zhongfeng Head of Quality Dept. Shenzhen CSOT Co., Ltd;
Huang Tianjun Head of RAID Color Box Design Dept. Shenzhen CSOT Co., Ltd;
Xiao Yujun Head of Optics Mechanism Dept. Shenzhen CSOT Co., Ltd;
Luo Junbin Head of Technical Service Dept. TCL Business IT (Huizhou) Co., Ltd;
Huang Ting Training Specialist (Director) in Technical Talent Development Office Shenzhen CSOT Co., Ltd;
Zhu Lei Dean of TCL University TCL Corporation;
Guo Li Head of Leadership School in TCL University TCL Corporation;
Qi Hui Manager of Leadership Program in TCL University TCL Corporation;
Sun Maoliang Manager of Business Effectiveness Program in TCL University TCL Corporation;
Yi Hong External Advisor SinoTrac Consulting Co. Ltd;
Xiong Jie External Advisor SinoTrac Consulting Co. Ltd

DescriptionThis is a distinctive efficiency-improvement project from Wuhan CSOT Co., Ltd., targeted for IT service staffs and aimed to improve the efficiency and quality of an IT service center to receive and process work orders while lowering human cost. Through data analysis and performance gap analysis, the three key gap points, i.e., quantity of network access event in the field, time required for approval process, and response delay for general events, have been found. With a behavior engineering model analysis, we have developed several major intervention actions including developing a network access program, a procedure for identifying problems in advance, and general event report mechanism and method. Finally, the implemented project has showed great improvement: the time consumed by the IT service center is shortened by 56% (target 20%) with an expected 20% cut of staff required by the IT service center, which is equivalent to a human cost reduction of RMB 400,000 per year, while service quality is also improved.

: Industrial Bank Co., Ltd.

: The Marketing Efficiency Improvement Project of Key Corporate Customers of Industrial Bank Co., Ltd.

Project Team Information: He Shuanggang, Director of Education and Training Division under Human Resources Department of Industrial Bank Co., Ltd.; Zhang Ruifen, Deputy Director of Education and Training Division under Human Resources Department of Industrial Bank Co., Ltd.;
Zhang Guanrong, Deputy Director of Education and Training Division under Human Resources Department of Industrial Bank Co., Ltd.;
Mo Xiuling, Director of HR Division under Corporate Finance Business Management Department of Industrial Bank

DescriptionThe Industrial Bank marketing efficiency improvement project is to establish standardized and integrated financial service plans for its key corporate customers from various industries through the "preliminary-semifinal-final" competition, to set up project incubation and management mechanism, and to design and develop a "three-in-one" training platform of "WeChat online community plus periodical project review meeting plus personal tutor" so as to efficiently and profoundly promote customized and integrated services for corporate customers. This project achieves the goals of activating business innovation through training, accelerating business implementation, and promoting replication of different business modes among branches across the country, and explored a new effective and sustainable way for strategic transformation and talent training and cultivation in the enterprise.

Organization: University of North Texas

: The Leadership Development Spectrum, University of North Texas

Project Team Information: John R. Turner Assistant Professor University of North Texas;
Karen Johnson Assistant Professor University of North Texas;
Jae Schroeder Doctoral Student University of North Texas;
Chih-Huang Chung Assistant Professor Taiwan University

Description: Leadership development programs vary from developing individual competencies to more dynamic and collective developmental methods. Individualistic leadership development methods have been viewed as being too linear and of limited value in today's complex environment. As more organizations move into increasingly dynamic, complex, and global environments, their leaders need to function in nonlinear ways. This integrative literature review captured the leadership capacities and leadership developmental techniques from the human resource development (HRD) and performance improvement (PI) literature over a 15-year period. These leadership capacities and developmental techniques were categorized and placed into a developmental typology. The leadership development spectrum in the typology highlights the main transition of leadership development, from individual to collective development. This leadership development spectrum provides a tool for scholar-practitioners to utilize when designing leadership development programs that better meet the needs of their organization and the demands of the current environment.

: University of North Texas

Title: Team Emergence Leadership Development and Evaluation (TELDE) Model University of North Texas

Project Team Information: John R. Turner Assistant Professor University of North Texas;
Rose Baker Assistant Professor University of North Texas;
Kerry Romine Doctoral Student University of North Texas

Description:  This leadership development model is designed to utilize the self-organizing, self-managing, and self-regulating functions found in teams and small groups. This theoretical model presents the Team Emergence Leadership Development and Evaluation model as a new dynamic leadership development model designed to function in complex and non-predictive environments. Complexity theory, complexity leadership theory, and emergence were utilized to connect this theoretical model to leadership development, team cognition and learning, and knowledge management. This new theoretical model provides a new way of viewing leadership development, by incorporating naturally occurring team processes as a means of replicating the characteristics traditionally viewed as being related to leadership development. Emergent events occur through distributed leadership among various agents and are defined by levels of meaning, providing new knowledge to the agents, and allowing for the collective to move onto the next step toward goal attainment. Connecting leadership development competencies with the environmental factors is critical for successful leadership development programs. The methods and procedures within the evaluation plan and protocols should move beyond a reliance on competency development as confirmation of leadership development. Complexity theory can help to shed light on the formation of these connections while aiding other agents to become potential emerging leaders themselves.

Chapter Awards


Chapter of Merit Bay Area / Boise State Chapter
Chapter of Merit Boeing Chapter
Chapter of Merit Capella Chapter
Chapter of Merit Hampton Roads Chapter
Chapter of Merit Michigan Chapter
Chapter of Merit Montreal Chapter
Chapter of Merit Potomac Chapter
Chapter of Merit Tennessee Chapter
Chapter of Excellence: Communication Texas Chapter
Chapter of Excellence: Communication Charlotte Chapter
Chapter of Excellence: Programming
Bay Area / Boise Chapter
Chapter of Excellence: Programming Potomac Chapter
Chapter of Excellence: Society Relations Bay Area / Boise Chapter
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