From Training to Performance Improvement: Navigating the Transition / Edition 1

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Overview

Organizations are spAnding billions of dollars every year trainingemployees. Why are organizations sAnding their employees totraining? They often don't know. Many managers don't believe thattraining really works. But training is a quick fix. And even iftraining isn't the appropriate solution to a problem, manyorganizations automatically implement training for lack of a morereasoned, thoughtful approach.Here's the approach you've waitedfor: performance improvement. Fuller and Farrington show you how toachieve measurable gains by implementing this revolutionarytechnique at your organization."A practical guide for identifyingand eliminating the root causes of business problems. Businessleaders and human resource professionals responsible for turningaround bottom-line results will find From Training to PerformanceImprovement well worth the read."Kathleen Dalton, Procter &Gamble"Clear, concise, and compelling. This book is a great assetfor executives and management teams who are seeking ways to makechanges that will count."James J. Hill, manager of executiveeducation, Sun Microsystems"A must for human resource developmentprofessionals and managers interested in moving their organizationsfrom training to a business-goalBfocused performance improvementsystem. Fuller and Farrington have 'been there.' They give thereader the benefit of their considerable experience on how to guidelarge and small organizations toward a human performance technologystrategy. Unique, persuasive, and field-tested."Richard E. Clark,professor and director, doctoral program in human performance atwork, University of Southern California You'll learn how to

  • Explain and sell the notion of performance improvement toorganizations
  • Surmount obstacles that can prevent organizations fromachieving their full potential
  • Demonstrate the results of your efforts . . . and muchmore!
As director of learning at a Fortune 200 company, where he workedfor eightee
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Editorial Reviews

From the Publisher
"A must for human resource development professionals and managersinterested in moving their organizations from training to abusiness-goal focused performance improvement system. Fuller andFarrington have 'been there.' They give the reader the benefit oftheir considerable experience on how to guide large and smallorganizations toward a human performance technology strategy.Unique, persuasive, and field-tested." (Richard E. Clark, professorand director, doctoral program in human performance at work,University of Southern California)

"A practical guide for identifying and eliminating the root causesof business problems. Business leaders and human resourceprofessionals responsible for turning around bottom-line resultswill find From Training to Performance Improvement well worth theread." (Kathleen Dalton, Procter & Gamble)

"Clear, concise, and compelling. This book is a great asset forexecutives and management teams who are seeking ways to makechanges that will count." (James J. Hill, manager of executiveeducation, Sun Microsystems)

Booknews
Business consultants explain how to identify and surmount obstacles that can prevent organizations from reaching their full growth potential, sell the notion of performance improvement to organizations, build an organizational groundwork to facilitate fast implementation, and demonstrate the results of efforts to improve performance. The practical and informal treatment discusses such aspects as driving the value of human capital, making the transition within a department, developing professionals within the organization, and managing performance technology. Annotation c. Book News, Inc., Portland, OR booknews.com
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Product Details

  • ISBN-13: 9780787911201
  • Publisher: Wiley
  • Publication date: 4/9/1999
  • Edition number: 1
  • Pages: 240
  • Product dimensions: 6.36 (w) x 9.41 (h) x 1.02 (d)

Meet the Author

JIM FULLER is the principal consultant for Redwood Mountain Consulting (RMC). Before joining RMC, Fuller was director of learning and performance technology at Hewlett-Packard. A frequent speaker at the International Society for Performance Improvement (ISPI) and American Society for Training and Development (ASTD) conferences, Fuller is also the author of Managing Performance Improvement Projects (Jossey-Bass/Pfeiffer, 1997). JEANNE FARRINGTON is the president of RMC. She is also an adjunct professor of educational psychology and technology at the University of Southern California. Farrington has served as an internal and external consultant and manager. She has worked at Sun Microsystems, Silicon Graphics, and Hewlett-Packard. Farrington has been responsible for introducing performance technology in a number of companies, as well as for implementing management and executive programs, manufacturing training, and employee and educator development.

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Table of Contents

Figures and Exhibits.

Foreword, Richard E. Clark.

Preface.

Acknowledgments.

Discovering Human Performance Technology.

Understanding Human Performance Technology.

Driving the Value of Human Capital Within Your Organization.

Preparing for Performance Technology.

Demonstrating Results with HPT.

Building Organizational Awareness for HPT.

Analyzing and Addressing Organizational Barriers to HPT.

Making the Transition to HPT Within Your Department.

How to Develop HPT Professionals Within Your Organization.

Becoming the Manager of Performance Technology for YourOrganization.

References.

About the Authors.

Index.

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