Performance Consulting: A Practical Guide for HR and Learning Professionals 人力资源指南 pdf 下载 txt 阿里云 lit rtf azw3 免费

The first edition of "Performance Consulting" introduced a concept which has since become a cornerstone of the human resource, learning and organizational development fields: training and HR solutions must be tied to an organization's business goals. Performance consulting is a process in which a client and consultant partner to achieve business goals by optimizing workgroup performance.

In this updated edition, Dana and Jim Robinson pre 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 work with management to identify the performance required to achieve business goals and assist management in taking actions needed for performance to change. This revised and updated edition features dozens of new tools, techniques and illustrative exercises, and two completely new chapters.

Preface

Introduction: What Is Performance Consulting, and Why Do It?

PART ONE The Mental Model for Performance Consulting

1 The Need Hierarchy

　2　The GAPS! Logic

PART TWO The Science of Performance Consulting

　3 Identifying Business and Performance SHOULDs

　4 Identifying the "IS" for Business and Performance

　5　Identifying Causes and Solutions

　6　Contracting with Clients

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书籍介绍

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.