Performance Consulting: Applying Performance Improvement in Human Resource Development

Table of contents

1. Cover
2. Title Page
3. Copyright
4. List of Tables, Figures, and Exhibits
5. Dedication
6. Preface
   1. The Purpose of This Book
   2. The Scheme of This Book
7. Acknowledgments
8. About the Editors
9. Part One: Thinking Beyond Training
   1. Chapter One: Why Training
      1. The Changing Face of Training
      2. A New World
      3. Intel Case
      4. IBM Case
      5. From Training to Performance Consulting
      6. Training's Limitations
      7. The World of Human Performance
      8. A Brief History
      9. Implications
      10. Chapter Summary
      11. References
   2. Chapter Two: Moving Toward Performance Consulting
      1. Introduction
      2. The Evolving Nature of Work
      3. Standing on the Shoulders of Giants
      4. Thomas F. Gilbert
      5. Robert F. Mager
      6. Dale M. Brethower
      7. Joe Harless
      8. Geary Rummler
      9. Donald T. Tosti and Stephanie F. Jackson
      10. Roger Kaufman
      11. Key Terms in Performance Consulting
      12. Major Premises in Performance Consulting
      13. Consulting
      14. Skills and Competencies
      15. Performance Consulting Roles and Responsibilities
      16. Ethics and Performance Consulting
      17. Chapter Summary
      18. References
   3. Chapter Three: Role Transformation: From Training to Performance Consulting (PC)
      1. Chapter Objectives
      2. Issues in Role Transformation from Training to Performance Consulting
      3. The Organization's Role to Ensure the Success of Performance Consulting (PC)
      4. The Impetus for Change: Is It Good, Necessary, and Possible?
      5. Competencies for Change: What Drives the Change Effort?
      6. Communicating Change: How to Communicate It?
      7. Transforming Everyone into Performance Consultants
      8. Chapter Summary
      9. References
10. Part Two: Problems and Opportunities in Human Performance
    1. Chapter Four: Analyzing the Present
       1. Chapter Objectives
       2. Analyzing the Present
       3. How to Look at the Present
       4. What Should Performance Consultants and Clients Do to Analyze the Present?
       5. What Is the Need?
       6. What Need for Change Is Apparent, and How Is It Perceived?
       7. Data Gathering Process and Methods
       8. Interviews
       9. Focus Groups
       10. Surveys (Paper/Phone/Online)
       11. Observation
       12. Document Reviews
       13. Data Analysis Methods
       14. What Competencies Are Needed to Analyze Present Conditions?
       15. Chapter Summary
       16. References
    2. Chapter Five: Envisioning the Future
       1. Chapter Objectives
       2. “Envisioning the Future”
       3. Why Envisioning Is Vital
       4. How to Foresee a Desired Future
       5. What Performance Consultants and Clients Should Do to Envision the Future
       6. Gathering Information for the Future
       7. Competencies Needed for Envisioning the Future
       8. Chapter Summary
       9. References
11. Part Three: Initiating Performance Consulting
    1. Chapter Six: Gap Clarification
       1. Chapter Objectives
       2. What a Performance Gap Is
       3. Why Gap Analysis Matters
       4. How Performance Gaps Are Identified
       5. Inquiry and Communication with People
       6. Monitoring and Interpreting Data
       7. How Performance Gaps Are Clarified
       8. Competencies Needed to Assess Gaps
       9. Chapter Summary
       10. References
    2. Chapter Seven: Prioritizing Gaps
       1. Chapter Objectives
       2. What Is Importance?
       3. How to Prioritize
       4. By What Criteria?
       5. Who Decides?
       6. Changing Priorities
       7. Why Prioritization Is Necessary
       8. Competencies Needed for Prioritizing
       9. Chapter Summary
       10. References
    3. Chapter Eight: Identifying the Root Causes of Performance Gaps
       1. Chapter Objectives
       2. Causes of Human Performance Problems
       3. Symptoms, Causes, and Consequences
       4. Root Causes and Root Cause Analysis
       5. Theoretical Models
       6. Practical Methods
       7. What Performance Consultants and Clients Can Do to Identify Root Causes
       8. Competencies Necessary for Root Cause Identification
       9. Chapter Summary
       10. References
12. Part Four: Implementation of Performance Consulting (PC) Strategies
    1. Chapter Nine: Selecting Performance Consulting Strategies
       1. Introduction
       2. Chapter Objectives
       3. Performance Consulting Strategies
       4. Assumptions in Selecting Performance Consulting Strategies
       5. Preceding the Performance Strategy Selection
       6. Selecting the Appropriate Performance Strategy
       7. Planning Performance Improvement Strategies
       8. Performance Consulting Strategies Categorized
       9. Roles and Responsibilities of the Performance Consultant
       10. Chapter Summary
       11. References
    2. Chapter Ten: Implementing Performance Consulting Strategies: The External Organizational Environment
       1. Introduction
       2. Chapter Objectives
       3. Organizational Factors
       4. Manage Stakeholders
       5. Organizational Relations with Key External Stakeholders
       6. Uncertainty of External Forces
       7. Performance Strategies to Improve Interactions with External Stakeholders
       8. External Environment to Consider When Selecting Performance Consulting Strategies
       9. Roles and Responsibilities of the Performance Consultant
       10. Chapter Summary
       11. References
    3. Chapter Eleven: Implementing Performance Consulting Strategies: The Internal Work Environment
       1. Introduction
       2. Chapter Objectives
       3. Internal Work Environment
       4. Organizational Policies and Procedures
       5. Organizational Design/Redesign
       6. Organizational Structures
       7. Internal Environment to Consider When Selecting Performance Consulting Strategies
       8. Roles and Responsibilities of the Performance Consultant
       9. Chapter Summary
       10. References
    4. Chapter Twelve: Implementing Performance Consulting Strategies: The Work
       1. Introduction
       2. Chapter Objectives
       3. Work Process
       4. Needs Analysis
       5. Job Design Approach
       6. Job Reengineering Approach
       7. Human Relations Approach
       8. Job Characteristic Approach
       9. Sociotechnical Systems Approach
       10. Job Redesign Approach
       11. Information Flow
       12. Strategic Work Planning
       13. Creating a Work Plan
       14. Chapter Summary
       15. References
    5. Chapter Thirteen: Implementing Performance Consulting Strategies: The Worker: The Worker
       1. Introduction
       2. Chapter Objectives
       3. The Worker
       4. Worker Competency
       5. Performance Management
       6. The Implementation Challenge
       7. What Workforce Planning Is
       8. Workforce Planning
       9. Ways to Evaluate Employee Performance
       10. References
13. Part Five: Evaluating Performance Consulting
    1. Chapter Fourteen: Evaluating Performance Consulting
       1. Why Evaluation?
       2. Chapter Objectives
       3. Definition of Evaluation
       4. The Focus of Evaluation
       5. Performance Evaluation vs. Training Evaluation
       6. Evaluation Principles
       7. Types of Evaluation
       8. Industry Standard Models
       9. Other Evaluation Approaches
       10. Ethical Standards That Guide Evaluation
       11. Evaluator Competencies
       12. Chapter Summary
       13. References
14. Appendix: Establishing Rapport and Connecting Performance Consulting to Business Goals
    1. Establishing Rapport and Building Credibility with the Client
    2. Linking Performance Consulting to Organizational Goals and Diagnosis
15. Answers to Discussion Questions
16. Name Index
17. Subject Index