Performance Consulting: Moving Beyond TrainingTo meet increasingly demanding organizational goals, human resource departments must shift from traditional training methods (i.e. what employees learn) to performance consulting (i.e. what employees must do to achieve those goals). Authors Dana Gaines Robinson and James C. Robinson, who consult in this field, present this assertion in a rather theoretical book. The book gives you in-depth research and information on the complicated process of transforming your training operation to performance consulting. It contains numerous graphs, guides and checklists. It is recommended for those involved in human resources, particularly training specialists, training coordinators, instructional systems designers, consultants, and career and organizational developers, as well as managers and media specialists. Contents: -Introduction: The Need for Performance Consulting -Part One: The Role of the Performance Consultant * How Performance Consulting Moves Beyond Training *Identifying Needs Proactively and Reactively Part Two: Designing and Using Performance Relationship Maps *Mapping the Components of Performance *Identifying Business Needs in Operational Terms *Developing Models of Performance Required to Achieve Business Goals *Creating Performance Models: A Case Example *Performance Assessments: Identifying Actual Performance *Identifying Factors Impacting Performance Part Three: Contracting for Performance Consulting Services *Identifying and Responding to Opportunities for Performance Consulting *Contracting for Performance Assessment *Contracting for Performance Implementation Part Four: Organizing a Performance Improvement Department *The Six Elements of a Performance Improvement Department *Forming a Strategic Plan for the Transition to Performance Improvement. |
Contents
The Need for Performance Consulting | 1 |
The Role of the Performance Consultant | 7 |
Identifying Needs Proactively and Reactively | 23 |
Copyright | |
14 other sections not shown
Other editions - View all
Performance Consulting: Moving Beyond Training Dana Gaines Robinson,James C. Robinson Limited preview - 1995 |
Common terms and phrases
achieve actions agree areas best practices business goals business needs Causal Linkage Chapter client team coaching completed criteria Current Skill Level customer service described designed determine discuss district managers employees ensure environment factors environment needs environmental scan example exemplary performers external Factors Impacting Performance focus formance function gross margin human performance technology iden important indicated individual initial project meeting Internal Causes interview guide Janet and Jake job activities learning experiences manager or dealer managers and dealers mance Marc Rosenberg ment obtain On-the-Job Performance operational results organization organizational percent performance assessment Performance Consulting Tool performance gaps performance improvement department performance model performance needs performance relationship map performance requirements performance results position questionnaire Quik-Data regarding responsible role service representatives situation specific station managers strategic goals successful Tactical goal territory managers tion traditional training Trainer training needs training program typical workshop