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Dana Gaines Robinson - Performance Consulting: Moving Beyond Training

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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.

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title Performance Consulting Moving Beyond Training author - photo 1

title:Performance Consulting : Moving Beyond Training
author:Robinson, Dana Gaines.; Robinson, James C.
publisher:Berrett Koehler
isbn10 | asin:1881052842
print isbn13:9781881052845
ebook isbn13:9781583764206
language:English
subjectEmployees--Training of, Performance, Business consultants.
publication date:1996
lcc:HF5549.5.T7R526 1996eb
ddc:658.3/124
subject:Employees--Training of, Performance, Business consultants.
Page iii
Performance Consulting
Moving Beyond Training
Dana Gaines Robinson &
James C. Robinson
Page iv Copyright 1995 1996 by Dana Gaines Robinson and James C Robinson - photo 2
Page iv
Copyright 1995, 1996 by Dana Gaines Robinson and James C. Robinson
All rights reserved. No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the publisher, except in the case of brief quotations embodied in critical reviews and certain other noncommercial uses permitted by copyright law. For permission requests, write to the publisher, addressed "Attention: Permissions Coordinator," at the address below.
Berrett-Koehler Publishers, Inc.
155 Montgomery St.
San Francisco, CA 94104-4109
Tel: (415) 288-0260 Fax: (415) 362-2512
ORDERING INFORMATION
Individual sales. Berrett-Koehler publications are available through most bookstores. They can also be ordered direct from Berrett-Koehler at the address above.
Quantity sales. Special discounts are available on quantity purchases by corporations, associations, and others. For details, contact the "Special Sales Department" at the Berrett-Koehler address above.
Orders for college textbook/course adoption use. Please contact Berrett-Koehler Publishers at the address above.
Orders by U.S. trade bookstores and wholesalers. Please contact Publishers Group West, 4065 Hollis Street, P.O. Box 8843, Emeryville, CA 94662; Tel: (510) 658-3453; 1-800-788-3123. Fax: (510) 658-1834.
Printed in the United States of America
Picture 3 Printed on acid-free and recycled paper that meets the strictest state and U.S. guidelines for recycled paper (85% recycled waste, including 15% post consumer waste).
Library of Congress Cataloging-in-Publication Data
Robinson, Dana Gaines, 1944
Performance consulting: moving beyond training / Dana Gaines
Robinson & James C. Robinson1st ed.
p. cm.
Includes bibliographical references and index.
ISBN 1-881052-84-2
1. Employees, Training of. 2. Performance. 3. Business
consultants. I. Robinson, James C., 1930. II. Title.
HF5549.5.T7R526 1995
658.3'124dc20 94-47066
CIP
First Hardcover Printing: March 1995
First Paperback Printing: January 1996
02 01 00 9 8 7
This paperback edition contains the complete text of the original hardcover edition.
Book Production: Pleasant Run Publishing Services
Composition: WESType Publishing Services, Inc.
Page v
To Dana's mother, Lindy Larson
and Jim's children
Bill Robinson
Susan Schwartz
Lynn Marrable
Page vii
CONTENTS
Preface
ix
Introduction: The Need for Performance Consulting
1
Part One: The Role of the Performance Consultant
7
1. How Performance Consulting Moves Beyond Training
9
2. Identifying Needs Proactively and Reactively
23
Part Two: Designing and Using Performance Relationship Maps
49
3. Mapping the Components of Performance
51
4. Identifying Business Needs in Operational Terms
75
5. Developing Models of Performance Required to Achieve Business Goals
97

Page viii
6. Creating Performance Models: A Case Example
119
7. Performance Assessments: Identifying Actual Performance
150
8. Identifying Factors Impacting Performance
179
Part Three: Contracting for Performance Consulting Services
207
9. Identifying and Responding to Opportunities for Performance Consulting
209
10. Contracting for Performance Assessment
236
11. Contracting for Performance Implementaton
253
Part Four: Organizing a Performance Improvement Department
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