From Training to Performance Improvement Navigating the Transition

by Fuller, Jim; Farrington, Jeanne

• ISBN13: 9780787911201
• ISBN10: 0787911208
• Edition: 1st
• Format: Hardcover
• Copyright: 1999-05-12
• Publisher: Pfeiffer

Summary

Achieve measurable gains! Organizations are spending millions of dollars every year training employees. Yet why are organizations sending their employees to training? They often don't know. Training is a quick fix; many managers don't believe that it really works. But even if it isn't the appropriate solution to a problem, many organizations automatically implement training for lack of a more reasoned, thoughtful alternative. Here's the approach you've waited for: performance improvement. Jim Fuller and Jeanne Farrington show you how to achieve measurable gains by implementing this cutting-edge technique at your organization. "A practical guide for identifying and eliminating the root causes of business problems. Business leaders and human resource professionals responsible for turning around bottom-line results will find From Training to Performance Improvement well worth the read." -- Kathleen Dalton, Procter & Gamble "Clear, concise, and compelling. This book is a great asset for executives and management teams who are seeking ways to make changes that will count." -- James J. Hill, manager of executive education, Sun Microsystems "A must for human resource development professionals and managers interested in moving their organizations from training to a business-goal focused performance improvement system. Fuller and Farrington have 'been there.' They give the reader the benefit of their considerable experience on how to guide large and small organizations toward a human performance technology strategy. Unique, persuasive, and field-tested." -- Richard E. Clark, professor and director, doctoral program in human performance at work, University of Southern California You'll learn how to: * Explain and sell the notion of performance improvement to organizations * Surmount obstacles that can prevent organizations from achieving their full potential * Demonstrate the results of your efforts . . . and much more! As director of learning at a Fortune 20 company, where he worked for eighteen years, Jim Fuller helped to lead his corporation to a performance breakthrough. In this hands-on resource, Fuller and seasoned consultant Jeanne Farrington show you how to make this transition at your organization.

Author Biography

JIM FULLER is the principal consultant for Redwood Mountain Consulting (RMC). Before joining RMC, Fuller was director of learning and performance technology at Hewlett-Packard. A frequent speaker at the International Society for Performance Improvement (ISPI) and American Society for Training and Development (ASTD) conferences, Fuller is also the author of Managing Performance Improvement Projects (Jossey-Bass/Pfeiffer, 1997). JEANNE FARRINGTON is the president of RMC. She is also an adjunct professor of educational psychology and technology at the University of Southern California. Farrington has served as an internal and external consultant and manager. She has worked at Sun Microsystems, Silicon Graphics, and Hewlett-Packard. Farrington has been responsible for introducing performance technology in a number of companies, as well as for implementing management and executive programs, manufacturing training, and employee and educator development.

Table of Contents

Figures and Exhibits	ix
Foreword	xi
Richard E. Clark
Preface	xv
Acknowledgments	xx
Discovering Human Performance Technology	1	(12)
Training to Develop Human Capital	1	(1)
Questioning Training's Role	2	(1)
Training May Not Always Work	3	(1)
The Call for a Different Approach	4	(1)
The Difference Between a Training Focus and a Performance Focus	4	(2)
Case Studies: Discovering HPT One Step at a Time	6	(6)
Summary	12	(1)
Understanding Human Performance Technology	13	(22)
Human Performance Technology: A Description	13	(1)
People Perform Within a System	14	(7)
The Causes of Top Performance	21	(4)
The Performance Improvement Process	25	(3)
Performance Improvement Pitfalls	28	(5)
Summary	33	(2)
Driving the Value of Human Capital Within Your Organization	35	(20)
Management and Human Capital	35	(6)
The Basics of Human Capital	41	(7)
Why Do Employees Leave on Organization?	48	(6)
Summary: The Human Capital Message	54	(1)
Preparing for Performance Technology	55	(12)
Planning to Make Changes	55	(3)
The Preparation Phase	58	(7)
Summary	65	(2)
Demonstrating Results with HPT	67	(26)
Selecting Initial HPT Projects	68	(1)
Selling HPT to Your Organization	69	(6)
Capturing Early HPT Project Results	75	(16)
Summary	91	(2)
Building Organizational Awareness for HPT	93	(18)
Creating a Short, Clear Description	94	(3)
Selling HPT as a Concept and a Practice	97	(9)
Change Management and Political Issues	106	(1)
Working with Politics	107	(1)
Summary	108	(3)
Analyzing and Addressing Organizational Barriers to HPT	111	(26)
Problem Definition	111	(2)
Identifying and Validating Suspected Gaps and Barriers to HPT	113	(10)
Solution Implementation	123	(2)
Suggested Remedies	125	(9)
Implementing Solutions to Your HPT Barriers	134	(2)
Summary	136	(1)
Making the Transition to HPT Within Your Department	137	(22)
Your Current Position	137	(2)
How Big a Chunk Do You Want?	139	(2)
Setting Goals for Implementing HPT	141	(3)
Taking Stock	144	(1)
One-Page Briefs	145	(5)
Creating New Roles	150	(3)
Responding to Requests	153	(2)
Creating New Success Criteria	155	(1)
Developing Allies	156	(1)
Summary	157	(2)
How to Develop HPT Professionals Within Your Organization	159	(24)
General HPT Knowledge and Skills	160	(8)
Four Major Areas of Specific Expertise	168	(5)
A Performance Technology Mind-Set	173	(1)
Creating Development Plans	173	(6)
Development Opportunities	179	(1)
Summary	180	(3)
Becoming the Manager of Performance Technology for Your Organization	183	(18)
Be the Leader of HPT	184	(4)
Be the Expert in HPT	188	(3)
Bring HPT and the Business Together	191	(4)
Be the Developer of HPT	195	(2)
Be the Advocate for HPT	197	(3)
Summary	200	(1)
References	201	(4)
About the Authors	205	(4)
Index	209