مشاوره عملکرد: فراتر از آموزش

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. 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 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 "When people ask you what you do, how do you respond?"