Performance Consulting: Moving Beyond Training

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Berrett-Koehler Publishers, 1996 - Business & Economics - 352 pages
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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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Contents

The Need for Performance Consulting
1
How Performance Consulting Moves
9
Identifying Needs Proactively and Reactively
23
Copyright

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About the author (1996)

DANA GAINES ROBINSON is president and founder of the consulting firm Partners in Change, Inc. JAMES C. ROBINSON is chairman of the consulting firm Partners in Change, Inc. Before becoming consultants, both authors managed the training function for major corporations.

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