Publisher's Synopsis
The traditional role of "trainer" is being replaced in today's organizations by the role of "performance consultant". The traditional training process confuses training activity with performance improvement, by focusing on employees' learning needs, rather than on their performance needs. Traditional programmes focus on developing excellent learning experiences, while failing to ensure that the newly acquired skills are transferred to the job. Thus, effective training professionals are evolving into performance consultants, no longer as concerned about training as about the performance of the company and its individual contributors.;In "Performance Consulting", Dana and Jim Robinson provide both a conceptual framework and many how-to's to help the reader move from the role of a traditional trainer to that of a performance consultant, forming partnerships with management, helping to identify performance required to ensure that business goals are achieved, and assisting management in taking all actions (only one of which may be training) needed for performance to change.;"Performance Consulting" teaches training professionals how they can become performance consultants. In addition to providing services associated with training design and delivery, these individuals also address the performance needs of employees and: assist management in identifying the performance required to achieve business goals; determine the degree to which the work environment of employees will support and encourage the performance required; and determine the impact of the work done to support performance change.;In the process, performance consultants become valued partners to management, assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully. 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.
