| Title | Short Description |
| International Society for Performance Improvement (ISPI) | Founded in 1962, the International Society for Performance Improvement (ISPI) is the leading international association dedicated to improving productivity and performance in the workplace. ISPI's mission is to develop and recognize the proficiency of its members in more than 40 countries throughout the world and advocate the use of human performance technology. ISPI's annual conference and exposition, additional educational events, publishing of books and periodicals, and support of research are some of the ways ISPI works toward achieving its mission. |
| Maine Workplace Respect Project: Changing a Work Culture | The Maine Workplace Respect Project was developed to address complaints and grievances related to co-worker behavior and low levels of workplace respect. |
| Model Personnel Classification and Compensation Plan Becomes State Mandate | This is a study of how the Florida Department of Transportation revamped their employee job classification and compensation system, resulting in a streamlining and simplification of the recruitment and management processes. A model plan was developed to aid in matching the right people to the right jobs, and allowing managers the flexibility to pay for performance. |
| Practices in Assuring Employee Availability | This report explores the various actions transit agencies (and other employers) have taken to help ensure the availability of quality employees in an increasingly competitive employment environment, including a discussion on controlling absenteeism. |
| Seven Steps of Effective Workforce Planning | This report introduces the Seven-Step Workforce Planning Model, a framework for understanding the basic elements of workforce planning. The report walks the reader through the steps involved in workforce planning by analyzing the cases of the U.S. Department of Transportation, and the Maryland State Highway Administration. It acts as a guide to defining the organization's strategic direction by identifying current and future workforce needs, determining gaps, implementing strategies to close these gaps, and monitoring, evaluating, and revising the gap-closing strategies. |
| US General Accounting Office (GAO) | The U.S. General Accounting Office (GAO) is the U.S. government's auditor. It provides reports on agency and program performance. It is an excellence source of information on human capital management, organizational and individual performance management, metrics, and similar topics. |
| Virginia Department of Human Resource Management (DHRM) | The Virginia Department of Human Resource Management has developed policies and guides for performance planning and evaluation, workforce planning, and employee training and development. |
