Performance Consulting: Applying Performance Improvement in Human Resource Development

Praise for Performance Consulting "You hold in your hands an outstanding portrayal of the half-century evolution of performance improvement. Rothwell and his colleagues have written the most comprehensive performance consulting book on the market. From data collection and analysis to implementing solutions, Performance Consulting provides a roadmap to guide you on the path to becoming a successful performance consultant. The roadmap includes countless signposts in the form of exercises, processes, examples, tools, and advice to ensure you reach your final destination successfully." —Elaine Biech, president, ebb associates and author of The Business of Consulting "This book provides a wealth of resources performance consultants can use for performance analysis and solution selection. The many case studies, references, and discussion questions throughout the text make this book both practical and substantive." —Dana and Jim Robinson, co-authors of Performance Consulting: A Practical Guide for HR and Learning Professionals "In today's economic realities, performance consulting and performance improvement are critical to organizational success. The challenge for human resource development professionals is to shift the focus to performance improvement, not just applying classic training and learning solutions. Rothwell and his team have assembled perhaps the most comprehensive reference on this important field, complete with examples, illustrations, and a description of all of the pertinent models. This will be a 'must have' reference for any person involved in human resource development and human capital development." —Jack Phillips Ph.D., chairman, ROI Institute, author of The Value of Learning

List of Tables, Figures, and Exhibits v Preface xiii Acknowledgments xvii About the Editors xix PART ONE Thinking Beyond Training 1 ONE Why Training 3 George M. (Bud) Benscoter TWO Moving Toward Performance Consulting 37 George M. (Bud) Benscoter THREE Role Transformation 69 William J. Rothwell PART TWO Problems and Opportunities in Human Performance 87 FOUR Analyzing the Present 89 Woocheol Kim FIVE Envisioning the Future 129 Woocheol Kim PART THREE Initiating Performance Consulting 163 SIX Gap Clarification 165 Taesung Kim SEVEN Prioritizing Gaps 191 Taesung Kim EIGHT Identifying the Root Causes of Performance Gaps 209 Taesung Kim PART FOUR Implementation of Performance Consulting (PC) Strategies 233 NINE Selecting Performance Consulting Strategies 237 Aileen Guerrero Zaballero TEN Implementing Performance Consulting Strategies: The External Organizational Environment 280 Aileen Guerrero Zaballero ELEVEN Implementing Performance Consulting Strategies: The Internal Work Environment 313 Aileen Guerrero Zaballero TWELVE Implementing Performance Consulting Strategies: The Work 338 Aileen Guerrero Zaballero and Jong Gyu Park THIRTEEN Implementing Performance Consulting Strategies: The Worker 372 Jong Gyu Park and Aileen Guerrero Zaballero PART FIVE Evaluating Performance Consulting 413 FOURTEEN Evaluating Performance Consulting 415 George M. (Bud) Benscoter APPENDIX: Establishing Rapport and Connecting Performance Consulting to Business Goals 452 Answers to Discussion Questions 456 Name Index 483 Subject Index 489

William J. Rothwell, Ph.D., is a professor in the Department of Learning and Performance Systems in the College of Education on the University Park Campus of The Pennsylvania State University. He has worked full-time in human resource management and employee training and development from 1979 to the present. He combines real-world experience with academic and consulting experience. He is the co-author of Improving On-the-Job Training and Mastering the Instructional Design Process both from Wiley.