1. Introduction To Performance Consulting by Dr. James J. Kirk Professor of HRD Western Carolina University

2. Our Learning Objects Define basic performance terms. Explain how performance consulting differs from training. Describe the typical steps taken in a performance improvement initiative. Identify the different levels of performance. List core competencies needed by performance consultants.

3. What Do You Mean By “Performance”? Results that make a company competitive Measurable change People with the right skill, knowledge, and behavior to perform as desired Systems and processes that connect work effort to desired results Methods for analyzing and closing gaps between current and desired performance

4. Classic Definition Of Performance? “On-the-job processes (behaviors) which produce accomplishments valued by the receiver and the organization.” by Joe Harless

5. High Performing Companies Flatter, horizontal structures Work done by teams organized around processes Highly skilled workers empowered to act Collaboration among teams, between labor and management, and with suppliers Focus on quality, customers, and continuous improvement Flexible technologies Formal change management.

6. What Do You Mean Performance Technology "PT takes a systems view of human performance, recognizing that it takes an aligned organization and its people to accomplish significant results" (Rossett, 1995).

7. What Is Performance Consulting? A helping relationship in which a Performance Specialist assists a client in improving individual, team, and organization performance.

8. Training vs Perform Consulting Assumptions Training (giving employees more skill, knowledge, or ability) is the solution to performance problems. The goal of training is to give employees more skill, knowledge, or ability. A training department should deliver the training that customers ask for. A trainer's most important skill is to deliver training and facilitate learning. Training is one possible intervention when there are performance problems. The goal of performance is to meet organizational performance goals. A performance improvement department should question whether training is needed. A performance improver's most important skill is to diagnose performance problems

9. Training vs Perform Consulting Roles Training needs analysis Training design Training delivery Evaluation Training management and coordination Performance analysis/diagnosis Cause analysis Intervention Change implementation Evaluation and feedback Project management

10. Training vs Perform Consulting Measures Reaction of participants Capability after training Transfer of learning to job Return on investment Effect on performance gap Achievement of business goal

11. Training vs Perform Consulting Tools Assessment instruments Instructional design models Group process The classroom Learning technology Textbooks, workbooks, tests Organization's operating plan Strategy statement Process map Templates, models, matrices for human performance management Performance support technology

12. Training vs Perform Consulting Customers The learner The learner's manager The training purchaser The process owner The performer The performer's manager The company's customers

13. The Performance Improvement Process 1. Analyze Performance to Identify a Gap 2. Analyze the Causes of the Performance Gap 3. Select and Design Actions to Close the Gap 4. Implementing the Intervention or Change 5. Measure and Evaluate the Impact of the Intervention on the Performance Gap

14. Levels Of Performance Organization Processes Individual Market Products/Services

15. Balanced Performance Measures Financial Innovation & Learning Internal Compatibility Customer

16. Performance Consulting Competencies Analytical skills Consulting skills Change implementation and other intervention skills Measurement skills Traditional Training Performance- Based Training Performance improvement

17. Performance Consulting Clinic (Two Tracks) Workshops& Performance Improvement Manual Exhibition Booths & Web Directory of Performance Technology Resources of Performance Technology Resources

18. Exhibition Booths Exhibits which relate to Performance Resources on the Internet, Exemplary Performance Improvement Programs, and Performance Improvement Tools.

19. Performance Resources On The Net Construct a Web Page that will serve as a Directory of Performance Technology Resources on the Internet

20. Potential Workshop Topics Beginners Track 1. The Basics of Performance Technology 2. On Becoming An Internal Performance Consultant Advanced Track 1. Making & Using Performance Maps 2. Documenting Workplace Expertise

21. Performance Consulting Manual A practical manual to help local organizations improve individual, team, and organization performance. Performance Consulting

22. Getting Organized Get Acquainted Elect A Clinic Coordinator Select A Project Track Select Project Coordinators Do General Background Readings Select Specific Activities & Projects Plan, Complete, & Implement Projects

23. Can You...? Define basic performance terms. Explain how performance consulting differs from training. Describe the typical steps taken in a performance improvement initiative. Identify the different levels of performance. List core competencies needed by performance consultants.