From Training To Performance Improvement: Navigating The Transition (Lsi)

Achieve measurable gains!

Organizations are spending millions of dollars every year training employees. Yet why are organizations sending their employees to training? They often don't know.

Training is a quick fix; many managers don't believe that it really works. But even if it isn't the appropriate solution to a problem, many organizations automatically implement training for lack of a more reasoned, thoughtful alternative.

Here's the approach you've waited for: performance improvement. Jim Fuller and Jeanne Farrington show you how to achieve measurable gains by implementing this cutting-edge technique at your organization.

"A practical guide for identifying and eliminating the root causes of business problems. Business leaders and human resource professionals responsible for turning around bottom-line results will find From Training to Performance Improvement well worth the read."
-- Kathleen Dalton, Procter & Gamble

"Clear, concise, and compelling. This book is a great asset for executives and management teams who are seeking ways to make changes that will count."
-- James J. Hill, manager of executive education, Sun Microsystems

"A must for human resource development professionals and managers interested in moving their organizations from training to a business-goal focused performance improvement system. Fuller and Farrington have 'been there.' They give the reader the benefit of their considerable experience on how to guide large and small organizations toward a human performance technology strategy. Unique, persuasive, and field-tested."
-- Richard E. Clark, professor and director, doctoral program in human performance at work, University of Southern California

You'll learn how to:
* Explain and sell the notion of performance improvement to organizations
* Surmount obstacles that can prevent organizations from achieving their full potential
* Demonstrate the results of your efforts . . . and much more!


As director of learning at a Fortune 20 company, where he worked for eighteen years, Jim Fuller helped to lead his corporation to a performance breakthrough. In this hands-on resource, Fuller and seasoned consultant Jeanne Farrington show you how to make this transition at your organization.

JIM FULLER is the principal consultant for Redwood Mountain Consulting (RMC). Before joining RMC, Fuller was director of learning and performance technology at Hewlett-Packard. A frequent speaker at the International Society for Performance Improvement (ISPI) and American Society for Training and Development (ASTD) conferences, Fuller is also the author of Managing Performance Improvement Projects (Jossey-Bass/Pfeiffer, 1997). JEANNE FARRINGTON is the president of RMC. She is also an adjunct professor of educational psychology and technology at the University of Southern California. Farrington has served as an internal and external consultant and manager. She has worked at Sun Microsystems, Silicon Graphics, and Hewlett-Packard. Farrington has been responsible for introducing performance technology in a number of companies, as well as for implementing management and executive programs, manufacturing training, and employee and educator development.

Figures and Exhibits.

Foreword, Richard E. Clark.

Preface.

Acknowledgments.

Discovering Human Performance Technology.

Understanding Human Performance Technology.

Driving the Value of Human Capital Within Your Organization.

Preparing for Performance Technology.

Demonstrating Results with HPT.

Building Organizational Awareness for HPT.

Analyzing and Addressing Organizational Barriers to HPT.

Making the Transition to HPT Within Your Department.

How to Develop HPT Professionals Within Your Organization.

Becoming the Manager of Performance Technology for Your Organization.

References.

About the Authors.

Index.