Performance Consulting: Moving Beyond Training by Dana Gaines Robinson

By Dana Gaines Robinson

The conventional education approach confuses education job with functionality development through concentrating on staff' studying wishes, instead of on their functionality wishes. conventional courses concentrate on constructing first-class studying reviews, whereas failing to make sure that the newly bought talents are transferred to the task. hence, to be powerful, education pros needs to develop into "performance experts, " transferring their concentration from education supply to the functionality of the corporate and its person individuals. Dana & Jim Robinson describe an process appropriate to be used in any organizational environment or and with any content material quarter. Dozens of worthwhile instruments, illustrative workouts, and a case examine that threads throughout the publication convey how the thoughts defined are utilized in an organizational surroundings.

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What percentage of customers are indicating satisfaction with service and how does this compare to the goal that has been established? Performance needs are the on-the-job behavioral requirements of people who are performing a specific job. These needs describe what people need to do if the business needs are to be met. Training needs identify what people must learn if they are to perform successfully. Work environment needs identify what systems and processes within the work environment of the performer must be modified if the performance needs are to be achieved.

We must evolve from a training to a performance perspective. If we do not rise to the occasion now, others will. We will have missed an opportunity to be viewed as a value-added partner and will risk being seen as peripheral to the mainstream of the business. The time is now. Opportunity waits for no one. Performance consulting is the process by which we can work with management and others to identify and achieve performance excellence linked to business goals. The theme that threads throughout this book is quite simply this: think performance, not training!

Does the work environment need to be modified? If so, what specifically must be done? Visually, these four types of needs nest together like boxes in a box. 1 illustrates the relationship between the four types of needs. Business needs are the largest box. They are the raison d'être of an organization. Training and work environment needs are linked to business needs through the performance needs box. In focusing on performance, it is critical to identify both training and work environment needs.

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