To 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 intriguing assertion in a rather abstract and wordy book. Thus, this is a better volume for serious study than for casual perusal. The book gives you in-depth research and information on the complicated process of transforming your training operation to performance consulting. The book contains numerous graphs, guides and checklists, as well as a helpful resource section listing Human Resources associations and workshops. getAbstract recommends this book to 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.
The success of these projects deepens the SBPs' credibility, enabling them to be viewed as strategic partners. At this higher level of accountability, SBPs work with business leaders to form long-range business strategies and plans, creating and implementing people initiatives that link into and support the business strategies and plans.
Consultants Dana and James Robinson work with clients to define performance requirements, determine performance gaps and training needs, and ensure that the work environment will support expected performance. Their new book is designed to help organizations move away from focusing on what employees need to learn, to a focus on performance to meet key organizational needs.
“A potent tool and practical resource for everyone who practices in the talent development and organizational improvement field.” —Chip R. Bell, author of Inside Your Customer’s Imagination NEW EDITION, REVISED AND UPDATED In America, organizations spend $175 billion in training initiatives and more than $500 billion in human resource solutions every year yet often have little to show for it. One reason is that people “jump to solutions” before they identify the causes of the problem. Performance consultants are effective because they partner with clients to clarify business goals and determine root causes for gaps between desired and current results. Only then are specific solutions agreed upon and implemented. This third edition of the classic book that introduced performance consulting adds a wealth of new material. There are new case examples throughout and four new chapters providing detailed steps for measuring results from performance consulting initiatives on five different levels, including ROI. The book includes a never-before-published Alignment and Measurement Model, allowing you to connect organizational needs and performance consulting initiatives designed to address those needs with the appropriate level of measurement. This remains a profoundly practical book, featuring tools, models, and checklists. It will enable you to make a difference in your organization that is valued, measurable, and sustainable. “This book offers leaders and practitioners the evidence-based approach that will drive lasting strategic impact in our organizations. It’s the most exciting business book of the decade!” —Jean Larkin, EdD, Vice President, Talent Management, Tyco
You'll note our reference to Human Resources and the term HR. We are viewing this area in its broadest sense, inclusive of the HR, Learning, and OD disciplines practiced today. Essentially, this book is written for people who work in the people side of any organization-for profit, not-for-profit, and public. This book is written from the perspective of someone who works within an organization, whether that organization is small or large. However, most of the techniques and practices are relevant to those individuals who work externally in a consultative role.
Combining state-of-the-art knowledge and techniques in organizational development with practical experiences using a step-by-step approach, Performance Improvement: Making it Happen provides important principles and techniques of organizational development to improve performance. Based on experiences of over 300 organizations, this second edition features real-world examples from a variety of industries that illustrate the different types of problems presented throughout the text as well as the various methods of improvement. In addition, this text also demonstrates numerous ways of measuring organizational improvement after implementing these concepts and methods.
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