Moving from Training to Performance

James C. Robinson (Author)

Publication date: 06/05/1998

Moving from Training to Performance
  • Edited by the authors of the bestselling Performance Consulting: Moving Beyond Training (over 30,000 copies sold)
  • Co-published with the American Society for Training and Development
  • Provides practical tools that show how human resource departments can make the transition to a performance improvement function.
  • Features chapters by some of the most highly respected professionals in the field of training and performance

In response to today's rapidly changing business climate, traditional human resource and training departments are undergoing dramatic structural changes in several areas. One of these is a transition away from focusing on what employees need to learn, to a focus on improving people's performance to meet key organizational needs.

In this new book, Moving from Training to Performance, editors Dana Gaines Robinson and James C. Robinson point out how human resource departments are changing direction by partnering with management and linking initiatives to the business needs of the organization. "Clearly there has never been a greater opportunity for training departments to transform themselves into departments which partner with client-managers for the purpose of achieving exceptional performance and business results," say the editors. But what is required to successfully make the transition?

Organized around the three levels of alignment-the process level, the organization level, and the job/performer level-Moving from Training to Performance offers practical, action-oriented techniques for making the transition from some of the most highly respected contributors in the field. Chapters by such industry experts as Geoff Bellman, Geary Rummler, Paul Elliott, Jim Fuller, Harold Stolovitch, and Erica Keeps are paired with real-life case studies of organizations such as Johnson & Johnson, Andersen Consulting, Prudential HealthCare System, Steelcase, PNC Bank, and others that have achieved exceptional results by successfully making the transition to performance at each level of alignment. The book also offers a special "Quick Read" summary of key points from each chapter, a complete glossary of terms, and a comprehensive resource directory of contacts in the field.

Whether your goal is to increase revenue or improve customer satisfaction, Moving from Training to Performance shows how today's performance improvement departments can take a more active role in helping organizations meet their service and financial goals.

  • Edited by the authors of the bestselling Performance Consulting: Moving Beyond Training (over 30,000 copies sold)
  • Co-published with the American Society for Training and Development
  • Provides practical tools that show how human resource departments can make the transition to a performance improvement function.
  • Features chapters by some of the most highly respected professionals in the field of training and performance

Read more and meet author below



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Overview

  • Edited by the authors of the bestselling Performance Consulting: Moving Beyond Training (over 30,000 copies sold)
  • Co-published with the American Society for Training and Development
  • Provides practical tools that show how human resource departments can make the transition to a performance improvement function.
  • Features chapters by some of the most highly respected professionals in the field of training and performance

In response to today's rapidly changing business climate, traditional human resource and training departments are undergoing dramatic structural changes in several areas. One of these is a transition away from focusing on what employees need to learn, to a focus on improving people's performance to meet key organizational needs.

In this new book, Moving from Training to Performance, editors Dana Gaines Robinson and James C. Robinson point out how human resource departments are changing direction by partnering with management and linking initiatives to the business needs of the organization. "Clearly there has never been a greater opportunity for training departments to transform themselves into departments which partner with client-managers for the purpose of achieving exceptional performance and business results," say the editors. But what is required to successfully make the transition?

Organized around the three levels of alignment-the process level, the organization level, and the job/performer level-Moving from Training to Performance offers practical, action-oriented techniques for making the transition from some of the most highly respected contributors in the field. Chapters by such industry experts as Geoff Bellman, Geary Rummler, Paul Elliott, Jim Fuller, Harold Stolovitch, and Erica Keeps are paired with real-life case studies of organizations such as Johnson & Johnson, Andersen Consulting, Prudential HealthCare System, Steelcase, PNC Bank, and others that have achieved exceptional results by successfully making the transition to performance at each level of alignment. The book also offers a special "Quick Read" summary of key points from each chapter, a complete glossary of terms, and a comprehensive resource directory of contacts in the field.

Whether your goal is to increase revenue or improve customer satisfaction, Moving from Training to Performance shows how today's performance improvement departments can take a more active role in helping organizations meet their service and financial goals.

  • Edited by the authors of the bestselling Performance Consulting: Moving Beyond Training (over 30,000 copies sold)
  • Co-published with the American Society for Training and Development
  • Provides practical tools that show how human resource departments can make the transition to a performance improvement function.
  • Features chapters by some of the most highly respected professionals in the field of training and performance

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Meet the Author


Visit Author Page - James C. Robinson

James C. Robinson is a leader in the areas of performance consulting and human performance improvement. For more than two decades, Jim served as chairman of Partners in Change, Inc., and consulted with hundreds of organizations, assisting them in achieving business goals through the use of the Performance Consulting Process and techniques. Jim has received several awards and acknowledgments throughout his career, including the Distinguished Contribution Award from ASTD and the Thought Leadership Award from the ISA. Most recently, in 2013, Jim received the Thomas Gilbert Award for Distinguished Professional Achievement from ISPI. Prior to joining Dana at Partners in Change, Jim was vice president of Development Dimensions International (DDI), where he was the chief architect of Interaction Management, DDI’s renowned supervisory development program. Jim and Dana have coauthored several books, including two previous editions of Performance Consulting (1995 and 2008), Strategic Business Partner (2005), and Zap the Gaps! (2002), a book coauthored with Ken Blanchard.

Jim retired in 2008 and is currently residing in Raleigh, North Carolina.

Click here for more information on Partners In Change 

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Table of Contents

Part I: Introduction
1 A Focus on Performance: What Is It? by Dana Gaines Robinson and James
C. Robinson
2 The Three Levels of Alignment, by Geary A. Rummler

Part II: The Process Level of Alignment
3 Forming Partnerships, by Geoffrey M. Bellman
Case Study: Robert Leininger of PNC Bank
4 Assessment Phase, by Paul H. Elliott
Case Study: Michael Wykes of Steelcase
5 Implementation Phase, by Harold D. Stolovitch and Erica J. Keeps
Case Study: Gail Judge of Johnson & Johnson
6 Measurement Phase, by Robert O. Brinkerfhoff
Case Study: Constance M. Filling of Andersen Consulting

Part III: The Organization Level of Alignment
7 Organizing the Department to Focus on Performance: A Large Department's
Perspective, by Robert H. Blalock of SBC Center for Learning
8 Organizing the Department to Focus on Performance: A Small Department's
Perspective, by Carmen K. Nemeck of Consolidated Communications

Part IV: The Performer Level of Alignment
9 The Job of Performance Consultant, by Judith E. Robb
Case Study #1: Cam Graham of Petro-Canada
Case Study #2: Kathleen J. O'Hara of Prudential HealthCare System
10 Providing the Skills and Work Environment for a Focus on Performance,
by Tom LaBonte of PNC Bank

Part V: Putting It All Together
11 Making the Transition to a Focus on Performance, by Jim Fuller of
Redwood Mountain Consulting
12 A Look into the Future, by Dana Gaines Robinson and James C. Robinson
13. Resources, by The American Society for Training and Development

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