Synopses & Reviews
NEW EDITION, REVISED AND UPDATEDIn America, organizations spend $175 billion in training initiatives and more than $500 billion in human resource solutions every year yet often have little to show for it. One reason is that people “jump to solutions” before they identify the causes of the problem. Performance consultants are effective because they partner with clients to clarify business goals and determine root causes for gaps between desired and current results. Only then are specific solutions agreed upon and implemented.
This third edition of the classic book that introduced performance consulting adds a wealth of new material. There are new case examples throughout and four new chapters providing detailed steps for measuring results from performance consulting initiatives on five different levels, including ROI. The book includes a never-before-published Alignment and Measurement Model, allowing you to connect organizational needs and performance consulting initiatives designed to address those needs with the appropriate level of measurement.
This remains a profoundly practical book, featuring tools, models, and checklists. It will enable you to make a difference in your organization that is valued, measurable, and sustainable.
Review
“The third edition of Performance Consulting is exquisite. The four phases, nine steps, numerous tools, and useful cases make this a definitive user's guide to delivering organization results. The ideas can be readily applied to make sure that effort equals impact. What a rare combination.”—Dave Ulrich, Rensis Likert Professor, Ross School of Business, University of Michigan, and Partner, The RBL Group“This revised edition of
Performance Consulting is perfect! Comprehensive, systematically organized, clearly written, professional yet friendly, and filled with excellent explanations, illustrations, and ready-to-use tools.”—Harold D. Stolovitch, Emeritus Professor, Workplace Learning and Performance, Université de Montréal, and author of Telling Ain't Training and Training Ain't Performance“No physician worth her or his license would assume patients come in solely for a prescription or a procedure; patients seek to get better. Yet people-focused practitioners too often get prescription hungry instead of performance driven when confronted with an ailing organization. Performance Consulting is a potent tool and practical resource for everyone who practices in the talent development and organizational improvement field.”—Chip R. Bell, author of Managers as Mentors“I am thrilled about the new edition of Performance Consulting. The consulting questions, processes, and approaches in this book can be used with any level in an organization and across every discipline. A must-read for CLOs and their teams.”—Tamar Elkeles, PhD, Chief Learning Officer, Qualcomm“This is a powerful update of a classic book. The third edition, done in collaboration with Dick Handshaw, includes the important thinking of Jack and Patti Phillips on how to demonstrate the results and impact of performance consulting efforts.”—William J. Rothwell, PhD, SPHR, CPLP Fellow, Professor, Penn State University, University Park, and President, Rothwell & Associates, Inc.“Bringing together the constructs of performance consulting and measurement, this book offers leaders and practitioners the evidence-based approach that will drive lasting strategic impact in our organizations. It's the most exciting business book of the decade!”
—Jean Larkin, EdD, Vice President, Talent Management, Tyco Synopsis
This is a brand new edition of the classic book that introduced a concept that has since become a cornerstone of the human resource, learning, and organizational development fields: training and HR solutions do not take place in a vacuum but must be tied to an organization's business goals. This means partnering with clients to identify what specific kinds of solutions will help them achieve these goals. Performance consulting is a strategic process that produces measurable business results by maximizing performance of people and organizations.This 20th anniversary edition features four new chapters as well as new examples and has been updated throughout. Much of the new material focuses on measuring the results of performance consulting—there is extensive treatment of two-sided accountability, data collection, development of precise objectives, measurement of success, and sustainable improvement. And this remains a profoundly practical book, filled with tips and techniques, as well as downloadable tools, checklists, and graphics at the end of every chapter.
About the Author
Dana Gaines Robinson is the founder and former president, and James Robinson the former chairman, of Partners in Change, Inc, a human resource consulting firm whose clients included Gillette, ING, Wachovia, and many others. They have received the Distinguished Contribution to Workplace Learning award from ATD (formerly ASTD) and the Thought Leadership award from the ISA organization.Dana Gaines Robinson is the founder and former president, and James Robinson the former chairman, of Partners in Change, Inc, a human resource consulting firm whose clients included Gillette, ING, Wachovia, and many others. They have received the Distinguished Contribution to Workplace Learning award from ATD (formerly ASTD) and the Thought Leadership award from the ISA organization.Jack Phillips is Chairman, and Patricia Pulliam Phillips is president and CEO, of the ROI Institute, the leading source of ROI competency building, implementation support, networking, and research. Jack has also received the Distinguished Contribution to Workplace Learning award from ATD (formerly ASTD), as well as many other honors.Jack Phillips is Chairman, and Patricia Pulliam Phillips is president and CEO, of the ROI Institute, the leading source of ROI competency building, implementation support, networking, and research. Jack has also received the Distinguished Contribution to Workplace Learning award from ATD (formerly ASTD), as well as many other honors.
Table of Contents
PrefaceIntroduction: Make Performance Your Business—and Prove It!
1. Performance Consulting—the Process
2. Performance Consulting—the Mental Model and Logic
Phase One: Identify Strategic Opportunities3. Build Client Partnerships
4. Identify Strategic Opportunities Reactively
5. Identify Strategic Opportunities Proactively
Phase Two: Assess Business and Performance Needs6. Define the SHOULDs7. Determine the IS
8. Identify CAUSEs and Select Solutions
Phase Three: Implement and Measure Solutions9. The V Model and Measurement10. Develop and Implement the Measurement Plan
11. Determine Return on Investment
Phase Four: Report and Sustain Results12. Report Results and Form Plans for Sustaining ResultsTools to Download