Performance Consulting Second Edition, Revised and Updated

Performance Consulting Second Edition, Revised and Updated - A Practical Guide for HR and Learning Professionals

• Completely revised and updated edition of a classic text—the first edition sold over 60,000 copies and was translated into four languages.
• Includes new examples, new tools and techniques, and two completely new chapters.
• Co-published with the Society for Human Resource Management, the world’s largest human resources organization.

“This book will never be placed on your bookshelf—you will use it over and over again! It is the ‘must-have’ resource for learning, human resources and OD professionals who are serious about dramatically impacting human performance and business results.”

—Jean Larkin, Vice President, Global Talent Management, Trane, Inc.

Description

The first edition of Performance Consulting introduced a concept which has become a cornerstone of the human resource, learning and organizational development fields: training and HR solutions do not work in a vacuum but must be tied to an organization’s business goals. Performance consultants are not biased toward any specific type of solution, but rather partner with their clients to determine what combination of solutions will best provide systemic, sustainable performance improvement in line with an organization’s needs.

In this thoroughly updated edition, Dana and James Robinson provide a robust conceptual framework and enhanced tools and techniques. They help readers master both the “science” (the analytical and assessment techniques) and the “art” (the consultative and partnering practices) of performance consulting. For the science, dozens of new tools, templates and techniques are provided, including online resources available on the Berrett-Koehler web site. Regarding the art, the Robinsons describe the concepts and practices of ACT—building Access, Credibility and Trust with business managers. In addition, two new chapters have been added: one focusing on how to proactively identify performance consulting opportunities, and the other providing answers to questions the authors have been most frequently asked in the years since the first edition of Performance Consulting was published.

Like all books the Robinsons have co-authored, this is a practical resource to be used by anyone who aspires to practice performance consulting within their organization.

Contents:

Introduction: What Is Performance Consulting, and Why Do It?

Part One: The Mental Model for Performance Consulting
 1.  The Need Hierarchy
 2.  The GAPS! Logic

Part Two: The Science of Performance Consulting
 3.  Identifying Business and Performance SHOULDS
 4.  Identifying the “IS” for Business and Performance
 5.  Identifying Causes and Solutions
 6.  Contracting with Clients

Part Three: The Art of Performance Consulting
 7.  Building Partnerships with Clients
 8.  Reactive Entry: Reframing Requests for Solutions
9.  Proactively Identifying Performance Consulting Opportunities
10.  Q & A with the Authors

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