Performance Consulting: Moving Beyond Training

Rating:
Summary: Provide consulting and trainer for performance conceputual
Review: In this book provideing both a conceptual framework and practical tecniques relevannt to the role of performance consulant.It's describe what to identfy performance requirement that are directly linked to the operational and business goals of an organization.This book suitable for Trainer and Consulting to read...

Rating:
Summary: Insightful!
Review: 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 intriguing assertion in a rather abstract and wordy book. Thus, this is a better volume for serious study than for casual perusal.

The book gives you in-depth research and information on the complicated process of transforming your training operation to performance consulting. The book contains numerous graphs, guides and checklists, as well as a helpful resource section listing Human Resources associations and workshops. We [...] recommend this book to 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.


Rating:
Summary: Focus on Performance
Review: You know you and your people need professional training to keep your business perspective valid and current. But what training?...where?...at what price? and at what lost productivity cost?

The Robinson's book delivers the essence of what creates performance improvement training and development in four sections: One, getting someone to take responsibility for performance training; Two, having a performance relationship map to help you design and complete performance assessments and illustrates the interrelationship between training, performance, work environment, and business needs; Three, discusses implementation; and Four, shows how performance improvement departments differ from training departments and answers questions about how you can get from where you are to where you need to be.