<ol><li>Business needs the goals for a unit department or organization. there are two types: problems which define a gap between what should be occurring operationally and what is actually occurring : and opportunities which focus on a future operational goal.</li><li>Performance needs on the job behavioral requirements of people who are performing a specific job.</li><li>Training needs what people must LEARN if they are to PERFORM successfully</li><li>Work environment needs what systems and processes with the work environment of the performer must be modified if the performance needs are to be achieved</li></ol>

Four kinds of needs

performance consultant is a role and not a job. It is distinguished from the role of traditional Treanor by its focus on what people must DO rather than on what they must LEARN.

PERFORMANCE RELATIONSHIP MAP

Remember, training is not what is ultimately important, . . . Performance is.

Mapping The Data— operational Results

performance consultants develop four sets of skills and knowledge and utilize these techniques daily<ol><li>Business knowledge </li><li>Knowledge of human performance technology </li><li>Partnering skill</li><li>Consulting skill</li></ol>

4 Areas Of Knowledge And Skill Are Needed To Be Successfull

<ul><li>ake the initiative to meet work with and get the trust of managers and others within the organization.</li><li>Form partnerships with various people in the organization: senior managers, other managers, supervisors thought, leaders, subject matter, experts, customers, and suppliers</li><li>Represent a “one stop shopping“ benefit to their partners and act as a broker in Identifying the Training or performance need and find a way to address it. </li></ul>

Partnering

help to identity the specific performance that is required for each group—<ul><li>the decisions they need to make,</li><li>the analyses they need to do</li><li>the actions that must be taken if that performance is to change.</li></ul>Someone in the role of Performance Consultant thinks in terms of what people must DO if business goals are to be achieved. This is different from the traditional training process of focusing on what people must LEARN.

Training Vs. Performance

In 1970, Joe Harless (Dixon, 1988, pp. 65-68) coined the term "front-end analysis." Use front-end analysis to focus on what people are expected to accomplish on the job versus what they are expected to learn."Solutions to problems are like keys and locks; they don't work if they don't fit. And if solutions aren't the right ones, the problem doesn't get solved."

Start With A Front-end Analysis

TRAINER VS PERFORMABCE CONSULTANT ROLES

human performance technology — a systematic approach to analyzing improving and managing performance in the workplace through the use of appropriate and varied interventions. human performance is a function of many influences: feedback, accountability, rewards, or incentives and motivation, etc. PCs operate from the assumption that performance is a function of a system and not of any one element--solutions to performance problems will be systemic in nature and not unidimensional that is training alone will not be the solution.

<ol><li>provides guidance in determining what information is important to obtain</li><li>Alerts to missing data in an area for example information about what successful performers do.</li><li>Act as a vehicle for displaying information to management illustrates the inter relationship between business performance training, and the work environment needs.</li></ol>

Performance Relationship Map Purpose

As reported in the book Transfer of Training, by Mary Broad and John Newstrom (1992, p. ix), "Most of [the] investment in organizational training and development is wasted because most of the knowledge and skills gained in training (well over 80 percent by some estimates) is not fully applied by those employees on the job."

Application Is Critical For Success

Those who work effectively in the future must be able to:<ul><li>Develop collaborative working relationships with key managers and other partners</li><li>Clearly understand the vision and strategies that management is striving to achieve</li><li>Identify the performance required of employees if the organization is to thrive</li><li>Determine the conditions in the work environment that must be modified if needed performance is to take root</li><li>Work with people in and out of management to determine all the interventions required if high performance is to be achieved</li></ul>

Performance Consultant Must Be Able To…

NEW EDITION, REVISED AND UPDATED In America, organizations spend $175 billion in training initiatives and more than $500 billion in human resource solutions every year yet often have little to show for it. One reason is that people “jump to solutions” before they identify the causes of the problem. Performance consultants are effective because they partner with clients to clarify business goals and determine root causes for gaps between desired and current results. Only then are specific solutions agreed upon and implemented. This third edition of the classic book that introduced performance consulting adds a wealth of new material. There are new case examples throughout and four new chapters providing detailed steps for measuring results from performance consulting initiatives on five different levels, including ROI. The book includes a never-before-published Alignment and Measurement Model, allowing you to connect organizational needs and performance consulting initiatives designed to address those needs with the appropriate level of measurement. This remains a profoundly practical book, featuring tools, models, and checklists. It will enable you to make a difference in your organization that is valued, measurable, and sustainable.

TRAINER VS PERFORMABCE CONSULTANT ROLES

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