In response to today's rapidly changing business climate, traditional human resource and training departments are undergoing dramatic structural changes in several areas. One of these is a transition away from focusing on what employees need to learn, to a focus on improving people's performance to meet key organizational needs.
In this new book, Moving from Training to Performance, editors Dana Gaines Robinson and James C. Robinson point out how human resource departments are changing direction by partnering with management and linking initiatives to the business needs of the organization. "Clearly there has never been a greater opportunity for training departments to transform themselves into departments which partner with client-managers for the purpose of achieving exceptional performance and business results," say the editors. But what is required to successfully make the transition?
Organized around the three levels of alignment-the process level, the organization level, and the job/performer level-Moving from Training to Performance offers practical, action-oriented techniques for making the transition from some of the most highly respected contributors in the field. Chapters by such industry experts as Geoff Bellman, Geary Rummler, Paul Elliott, Jim Fuller, Harold Stolovitch, and Erica Keeps are paired with real-life case studies of organizations such as Johnson & Johnson, Andersen Consulting, Prudential HealthCare System, Steelcase, PNC Bank, and others that have achieved exceptional results by successfully making the transition to performance at each level of alignment. The book also offers a special "Quick Read" summary of key points from each chapter, a complete glossary of terms, and a comprehensive resource directory of contacts in the field.
Whether your goal is to increase revenue or improve customer satisfaction, Moving from Training to Performance shows how today's performance improvement departments can take a more active role in helping organizations meet their service and financial goals.