About the Book
In 1995 the first edition of Performance Consulting introduced a concept which has since become a cornerstone of the human resource, learning and organisational development fields: training and HR solutions do not take place in a vacuum but must be tied to an organisation's business goals. Performance consulting is a process in which a client and consultant partner to achieve business goals by optimising workgroup performance. In this updated edition, Dana and Jim Robinson draw on what they've learned since the first edition was published twelve years ago, providing both a robust conceptual framework and improved tools and techniques to help the reader move from the traditional role to that of a Performance Consultant. They show readers how to form partnerships with management, help to identify performance required to ensure that business goals are achieved and assist management in taking actions needed for performance to change. They also illustrate the "how-to's" for assisting management to identify the performance required to achieve business goals and determining the degree to which the work environment supports and encourages the performance required.
Effective HR and learning consultants master both the "science" (the analytical and assessment techniques) and the "art" (the consultative and partnering practices) of performance consulting. For the science of performance consulting, dozens of analytic tools, templates and assessment techniques are provided in the book. Regarding the art, the Robinsons describe the concepts and practices of ACT-building Access, Credibility and Trust - with business managers. In addition, two brand new chapters are dedicated to the skills of reframing requests for solutions into discussion of business goals and performance requirements and Initiating business goals discussions with business managers and identifying strategic opportunities to partner with those managers in a proactive manner.
Table of Contents:
Preface
Introduction: What Is Performance Consulting and Why Do It?
Part One: The Mental Model for Performance Consulting
Chapter 1: The Need Hierarchy
Chapter 2: The GAPS! Logic
Part Two: The Science of Performance Consulting
Chapter 3: Identifying Business and Performance SHOULDs
Chapter 4: Identifying the 'IS' for Business and Performance
Chapter 5: Identifying Causes and Solutions
Chapter 6: Contracting with Clients
Part Three: The Art of Performance Consulting
Chapter 7: Building Partnerships with Clients
Chapter 8: Reactive Entry: Reframing Requests for Solutions
Chapter 9: Proactively Identifying Performance Consulting Opportunities
Chapter 10: Q & A with the Authors
Closing Thoughts
About the Authors
Glossary
Tools That Can Be Downloaded
References
Resources
Associations and Certifications
About the Author :
Dana Gaines Robinson is founder and president of Partners in Change, Inc. Her clients include AIG Retirement Services, American Standard Companies, The Coca-Cola Company, Johnson Controls, University of Michigan Health System, QUALCOMM and Wachovia Corporation. James C. Robinson is chairman of Partners in Change. He has consulted with numerous Fortune 500 and Service 500 organizations including Acuity Brands, The Boeing Company, Highmark, Inc., Sovereign Bank, Symantec Corporation, Wachovia Corporation and YMCA.
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
