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Performance consulting : moving beyond training

Author: Dana Gaines Robinson; James C Robinson
Publisher: San Francisco, CA : Berrett-Koehler Publishers, ©1996.
Edition/Format:   Print book : English : Pbk. edView all editions and formats
Summary:
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  Read more...
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Document Type: Book
All Authors / Contributors: Dana Gaines Robinson; James C Robinson
ISBN: 1881052842 9781881052845
OCLC Number: 34637825
Notes: "First hardcover printing: March 1995; first paperback printing: January 1996"--Title page verso.
Description: xiv, 352 pages : illustrations ; 24 cm
Responsibility: Dana Gaines Robinson & James C. Robinson.

Abstract:

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.

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