Performance Consulting: Moving beyond Training

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 ...

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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 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.

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Product Details

  • ISBN-13: 9781881052302
  • Publisher: Berrett-Koehler Publishers, Inc.
  • Publication date: 4/28/1995
  • Edition number: 1
  • Pages: 352
  • Product dimensions: 6.54 (w) x 9.50 (h) x 1.24 (d)

Table of Contents

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
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