Ships from: Flagtown, NJ
Usually ships in 1-2 business days
Ships from: Rahway, NJ
Usually ships in 1-2 business days
Ships from: Martinez, CA
Usually ships in 1-2 business days
Ships from: acton, MA
Usually ships in 1-2 business days
The traditional training process confuses training activity with performance improvement by focusing on employees' learning needs, rather than on their performance needs. Traditional programs focus on developing excellent learning experiences, while failing to ensure that the newly acquired skills are transferred to the job. Thus, to be effective, training professionals must become "performance consultants", shifting their focus from training delivery to the performance of the company and its individual contributors. Dana & Jim Robinson describe an approach suitable for use in any organizational setting or industry and with any content area. Dozens of useful tools, illustrative exercises, and a case study that threads through the book show how the techniques described are applied in an organizational setting.
| Preface | ||
| Introduction: The Need for Performance Consulting | 1 | |
| 1 | How Performance Consulting Moves Beyond Training | 9 |
| 2 | Identifying Needs Proactively and Reactively | 23 |
| 3 | Mapping the Components of Performance | 51 |
| 4 | Identifying Business Needs in Operational Terms | 75 |
| 5 | Developing Models of Performance Required to Achieve Business Goals | 97 |
| 6 | Creating Performance Models: A Case Example | 119 |
| 7 | Performance Assessments: Identifying Actual Performance | 150 |
| 8 | Identifying Factors Impacting Performance | 179 |
| 9 | Identifying and Responding to Opportunities for Performance Consulting | 209 |
| 10 | Contracting for Performance Assessment | 236 |
| 11 | Contracting for Performance Implementation | 253 |
| 12 | The Six Elements of a Performance Improvement Department | 281 |
| 13 | Forming a Strategic Plan for the Transition to Performance Improvement | 296 |
| Resources | 319 | |
| Glossary | 339 | |
| References | 341 | |
| Index | 343 | |
| The Authors | 351 |
Overview
The traditional training process confuses training activity with performance improvement by focusing on employees' learning needs, rather than on their performance needs. Traditional programs focus on developing excellent learning experiences, while failing to ensure that the newly acquired skills are transferred to the job. Thus, to be effective, training professionals must become "performance consultants", shifting their focus from training delivery to the performance of the company and its individual ...