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William J. Rothwell - Performance Consulting: Applying Performance Improvement in Human Resource Development

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William J. Rothwell Performance Consulting: Applying Performance Improvement in Human Resource Development
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Performance Consulting

If organizations are to be successful they must improve individual and organizational performance in order to establish and maintain a high-performance workplace, develop intellectual capital, promote productivity, and ultimately enhance profitability.

Performance Consulting reveals how to distinguish between the signs and symptoms of productivity problems from the underlying root causes and find the most ethical and cost-effective solutions to solve those problems. The book is written for performance consultants, HR professionals, and any leader who want to fulfill the role of a performance consultant in order to develop more productive workers and create a globally-competitive organization.

Filled with illustrative examples from giants in the field of human performance technology, the book describes the skills needed in order to become an effective performance consultant. Step by step the author clearly shows how to uncover and deal with challenges and opportunities to improve human performance of organizations by analyzing their present and envisioning their future. The book offers vital information for examining an organizations present conditions that are associated with data collection and analysis methods. It also describes how to foresee future conditions of an organization associated with relevant sources in order to determine their future course.

Performance Consulting includes guidelines for implementing performance improvement solutions, which are often identified as performance improvement interventions. The book explains which approaches can offer the solutions that are likely to be most cost-effective, timely, ethical, and socially-responsible.

No matter what size your organization or your current job responsibilities, Performance Consulting offers the strategies and information needed to become a dynamic performance consultant.

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Cover Design Jeff Puda Cover Image Araminta Studio-Didier KobiGetty RF - photo 1

Cover Design: Jeff Puda

Cover Image: Araminta Studio-Didier Kobi/Getty (RF)

Copyright 2013 by John Wiley & Sons, Inc. All Rights Reserved.

Published by Wiley

One Montgomery Street, Suite 1200, San Francisco, CA 94104-4594 www.wiley.com

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600, or on the Web at www.copyright.com. Requests to the publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-748-6011, fax 201-748-6008, or online at http://www.wiley.com/go/permissions.

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages. Readers should be aware that Internet Websites offered as citations and/or sources for further information may have changed or disappeared between the time this was written and when it is read.

For additional copies/bulk purchases of this book in the U.S. please contact 800-274-4434.

Wiley books and products are available through most bookstores. To contact Wiley directly call our Customer Care Department within the U.S. at 800-274-4434, outside the U.S. at 317-572-3985, fax 317-572-4002, or visit www.wiley.com

Wiley publishes in a variety of print and electronic formats and by print-on-demand. Some material included with standard print versions of this book may not be included in e-books or in print-on-demand. If this book refers to media such as a CD or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.com. For more information about Wiley products, visit www.wiley.com.

Library of Congress Cataloging-in-Publication Data

CIP data is available on file at the Library of Congress.

ISBN 978-1-118-12878-7 (hbk), ISBN 978-1-118-41627-3 (ebk), ISBN 978-1-118-41911-3 (ebk), ISBN 978-1-118-75034-6 (ebk)

List of Tables, Figures, and Exhibits

One

The Evolution of the HR Function
The PARC Blueprint
IFF Action Models
Search for the Holy Grail
The ABC Model
Tosti's Five-Step Model
Tosti's Performance Systems Model
The Behavior Engineering Model
The Results Chain
Managing the Human Performance System
Work Systems

Two

An Evolution
The Evolution of Work
Skeletal Performance Matrix
Mager and Pipe's Model for Analyzing Performance Problems
The Organization Scan
Needs Assessment Definitions
Performance Consulting Terms
Consulting Roles
Criteria for Selecting a Performance
HPE Core Competencies
Performance Consulting Roles and Skills

Three

Steps in a Top-Down Change Model
Change Competencies of Performance Consulting
Template to Develop a Robust Communication Plan

Four

Questions and Issues in an Organizational Environment Analysis
Questions and Issues in a Work Environment Analysis
Questions and Issues in a Work Analysis
Questions and Issues in a Worker Analysis
Components of the Open Systems Model
Four Perspectives of the Balanced Scorecard and Their Measures
Five Components in the Human Performance System and Their Diagnostic Questions
Five Types of Needs Within an Organization
Various Channels to Detect a Need for Change
Summary of Some Channels to Detect a Need for Change
Seven Steps of the Data Gathering Process
Summary of Data Gathering Methods
How to Determine Appropriate Data Gathering Methods
Definitions of Frequently Used Statistical Terms

Five

Two Types of Approaches for Envisioning the Future
Comparison of Two Types of Gap Approaches
Evaluation of the Clarity of an Organization's Vision
Creation of an Organization's Vision
Relationships Between Possible/Plausible, Probable, and Desired Futures
Relevant Questions to Create an Organization's Mission
Evaluation of an Organization's Mission
Evaluation of an Organization's Culture
Ten Culture Categories and Questions for a Culture Audit
Evaluation of an Organization's Goals and Objectives
Establishing Organizational Goals and Objectives
Assessing an Organization's Human Performance Standards
Identifying an Organization's Best Practices
Role of Performance Consultants in the Organization's Vision

Six

Sample PIP Analysis
Two Aspects of the Performance Gap
Example of a Basic Gap Analysis
Two Ways to Identify Gaps
Phases and Considerations for Surveys
Phases and Considerations for Interviews
Phases and Considerations for Observations
Performance Data
Example of a Production Line Productivity Dashboard
Baldrige Criteria for Performance Excellence

Seven

Importance-Performance Matrix
Multi-Dimensional Mechanism in Decision Making
Performance Consultants' Political Power
Process for Scenario Planning
ROI Estimations for Interventions A, B, and C

Eight

Factors Affecting Human Performance
Presenting Problems, Managers' Perceptions, and Root Causes
Simplified Performance Matrix
Behavior Engineering Model
Nine Performance Variables
Organizational Element Model
Brainstorming for Root Cause Analysis
Flowcharting for Root Cause Analysis
Events and Causal Factor Analysis
Fishbone Diagram for Root Cause Analysis
Five Whys for Root Cause Analysis
Current Reality Tree for Root Cause Analysis

Nine

The Subsystems of Organizations
Human Performance Technology Model
Stages of Identifying Performance Gaps
Worksheet for Identifying a Performance Gap (Lola Maring's Bakery as an Example)
Worksheet for Designing Performance Consulting Strategies (Lola Maring's Bakery as an Example)
Worksheet for Designing Performance Consulting Strategies (Lola Maring's Bakery as an Example)
The ADDIE+FC Model
Eight Steps in the Analysis Phase
Funnel Model Design Phase
Ten Steps to Develop a Project Plan
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