Beyond Training Ain't Performance Fieldbook

Erica J. Keeps, Harold D. Stolovitch

Description

An essential companion manual to Training Ain't Performance, the Beyond Training Ain't Performance Fieldbook is an HPI theory implementation guide. The included CD-ROM features worksheets, assessments, tools, and practical advice that will propel your organization toward the performance approach.

Sujets

• Efficacité professionnelle
• Efficacité
• Business
• Economics
• Training
• Employabilité, métiers et formations

Informations

• Publié par: Association for Talent Development
• Date de parution: 01 avril 2006
• Nombre de lectures: 0
• EAN13: 9781607284581
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

© May 2006 by the American Society for Training & Development, Harold D. Stolovitch, and Erica J. Keeps.

All rights reserved.

No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the publisher, except in the case of brief quotations embodied in critical reviews and certain other noncommercial uses permitted by copyright law. For permission requests, please refer to the Rights & Permissions section on the ASTD Online Store website at store.astd.org or write to ASTD Rights & Permissions, Publications Department, Box 1443, Alexandria, VA 22313 - 1443.

ASTD Press is an internationally renowned source of insightful and practical information on workplace learning and performance topics, including training basics, evaluation and return - oninvestment (ROI), instructional systems development (ISD), e - learning, leadership, and career development.

Ordering information for print edition: Books published by ASTD Press can be purchased by visiting ASTD's website at store.astd.org or by calling 800.628.2783 or 703.683.8100.

Library of Congress Control Number: 2004116271 (print edition only)

Print edition ISBN-13: 978-1-56286-407-1
PDF e-book edition ISBN: 978-1-60728-458-1

Acquisitions and Development Editor: Mark Morrow Copyeditor: Christine Cotting, UpperCase Publication Services, Ltd. Interior Design and Production: Kathleen Schaner Cover Design: Kristi Sone Cover Illustration: Mark Shaver
Table of Contents



Preface vii Chapter 1: Introduction: Why Beyond Training Ain't Performance ? 1 It Ain't Always Easy 2 Institutionalizing What Training Ain't Performance Recommends 4 Setting a Mission and Making a Promise 5 Chapter 2: How the Beyond Training Ain't Performance Fieldbook Works. 7 Assessing Yourself and Your Training Organization 8 Focusing on You and Your Workplace Learning and PerformanceOrganization: The Importance of Critical Mass 13 Putting Beyond Training Ain't Performance to Work 14 Chapter Summary 14 Chapter 3: Working Within the Performance System 15 What Is a System? 15 What Is a Human Performance System? 16 Revisiting the Organizational Human Performance System 16 An Organizational Human Performance System Checklist 23 The Language Spoken in Human Performance Improvement Country 23 Chapter Summary 25 Chapter 4: What's My Greatest Performance Block? 27 Sensitizing Your WLP Team, Management, and Clients to theWorld of Human Performance Improvement 27 Beyond Gilbert's Model 29 The Bottom Line in Investigating Performance Blocks 39 Chapter Summary 40 Chapter 5: Engineering Effective Performance and Conducting Front-End Analyses. 43 The Engineering Effective Performance Model 43 Chapter Summary 57 Chapter 6: Developing Learning Interventions—Systems and Models 59 Interventions and Means to Eliminate Barriers 59 Learning Interventions 61 Some Effective Learning Systems Models 65 Summarizing Learning Systems 83 Chapter Summary 85 Chapter 7: Nonlearning Interventions: Job Aids 87 What Are Job Aids? 87 Chapter Summary 112 Chapter 8: Nonlearning Interventions: Environmental 113 The Environment and Its Impact on Human Performance at Work 113 Putting It All Together 120 Three Major Environmental Interventions 120 Chapter Summary 129 Chapter 9: Nonlearning Interventions: Emotional 131 Incentives, Motivation, and Workplace Performance 131 The Performance Improvement by Incentives Model 132 An Incentive System in Action 139 Motivational Interventions 144 Putting Emotional Interventions Together 147 Chapter Summary 148 Chapter 10: From Training Order-Taker to Performance Consultant 149 What Does It Mean to Be a "Consultant" in WLP? 149 The Value Add of Performance Consulting 150 Revisiting the Competency Areas and Critical Characteristics for Performance Consulting 150 Am I Doing It Right? 156 Handling Inquiries 156 Conducting the Initial Interview 157 Mastering the Proposal Process 163 Preparing Project Reports 168 Making Presentations 172 Chapter Summary 174 Chapter 11: Managing the Client–Performance Consultant Relationship 177 Managing Your Client Relationships 177 Managing Your Client and Getting Your Client to Manage You 177 From Philosophy to Practicality 179 Consulting Models 179 How to Acquire and Maintain That Collaborative Relationship 184 Some Final Thoughts on Client-Consultant Relationships 185 Chapter Summary 187 Chapter 12: Evaluating Results 189 Rationale for Evaluating Project Impact 189 ROI—To Be or Not to Be 190 The Highly Intangibles—What to Do 196 Chapter Summary 198 Chapter 13: Hit or Myth: Facing the Facts 201 The Amazing Power of Myth 201 Chapter Summary 208 Chapter 14: Beyond Training Ain't Performance : Ongoing Growth and Development 209 Building a Support System for Your Environment 214 Facilitating and Inhibiting Factors in Moving from Training to Performance 214 Form a Training Ain't Performance Study Group 219 Plan Your Professional Development and Growth 220 Chapter Summary 222 Chapter 15: External Support Systems 223 Join a Local or Industry-Based Performance Improvement Association 223 Join a National or International Performance Improvement Society 224 Attend Workshops and Conference Events 225 Get Certified 225 Create Relationships with Colleges and Universities 226 Read 227 Build a Network 227 Stay in Touch 228 Appendix A: A Lexicon of Human Performance Improvement Terms 229 Appendix B: Structured On-the-Job Training In Developing Nations 235 Additional Resources 239 About the Authors 245
Preface




I sn't it amazing how seemingly inconsequential decisions and events may turn out to make monumental differences in our lives? This is equally true for organizations as for individuals. Not too long ago, one of our clients decided to run some data analyses on the relationship between tenure how long sales associates had been in the job and sales results. Concerned by relatively high turnover among sales associates and convinced that the longer one sells, the more one sells, senior management had decided to invest several million dollars in a "tenure program" to retain sales personnel. To verify the precise impact of tenure on sales, our client analyzed the existing sales data on the full population of 48,000 sales associates whose tenure in the position ran from three months to 45 years.
Imagine her surprise when the analysis turned up the following results: Overall, tenure accounted for only 1.6 percent of the variance in sales. After two years in the job, tenure accounted for a mere 0.8 percent of the variance. In other words, length of time in the sales job had almost no effect on sales.
Obviously amazed everyone in the company "knew" that the longer one sold, the better one did our client crunched the numbers several different ways, all ending up with the same results. Based on the data, the only sane conclusion was that tenure did not predict or determine sales success. With some trepidation, she apologetically presented her findings to management. Shock... disbelief . . . aggressive questioning... and a host of explanations followed. The fallout was incredibly dramatic, and now two years later there is an entirely different approach to performance improvement decision making in that organization. Our client has received recognition and greatly increased authority with respect to how new training and performance enhancement initiatives are selected. The organization has also made a strong commitment to metrics and data-based decision making. Overall, the company is emerging as a recognized industry leader in terms of learning and performance.
Why are we opening the Beyond Training Ain't Performance Fieldbook with this story? Well, for two reasons. First, we wanted to emphasize the wonderful potential that exists for you to make a huge difference to your organization by taking small, yet very vital performance consulting steps. You can powerfully affect desired outcomes beyond a default solution when performance isn't quite right by focusing on what really matters (obviously not tenure in our example), despite all the organizational lore to support traditional decision making. And second, to share with you what we have experienced a dramatic and unexpected result from what was an almost lighthearted decision we made several years ago. At that time we responded to a conference request for proposals with a presentation submission titled "Telling Ain't Training." The session was a success. Designed for a modest audience, we ended up with more than 500 participants who sat on the floor and stood in every available space, all practically pressed cheek to jowl. It was a "happening." From that event, the initial interactive presentation evolved into workshops, books, conferences, and a host of exciting outcomes. We have received dozens of emails and letters from around the globe with reports of how the Ain't books have led to major changes and results in various organizations from military and high tech, to coffeehouses, public education, and even early-childhood learning practices. We are humbled and astounded.
The lesson for all of us is not only that small decisions and actions can have powerful, unforeseen consequences. It is also that if we leverage these decisions and actions carefully, we can increase their impact even more. This realization leads us very naturally into the reason for creating this fourth Ain't book, the Beyond Training Ain't Performance Fieldbook.
The original Training Ain't Performance has received positive response from reviewers and reader-users. But as was true of its predecessor, Telling Ain't Training, a persistent theme from correspondents has been, "Thanks, but I want more. Help me and my team turn this book into something we can use to become better at human performance improvement. Give us additional practical tools we can apply in our organization."