The Performance Consultant's Fieldbook E-Book

Judith Hale

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 397

Veröffentlichungsjahr: 2006

Beschreibung

The Performance Consultant's Fieldbook will help trainers, training managers, and internal and external consultants working in partnership with clients to identify barriers to performance, explore a suite of solutions, and work collaboratively to get new procedures, technology, behaviors, and ideas adopted. Step-by-step, the book details the techniques you need to conduct performance interventions and offers a customizable collection of worksheets, flowcharts, planning guides, and job aids. It provides practical guidance and proven tools to help analyze an organizational environment, diagnose performance problems, identify barriers to performance, select appropriate interventions, and measure intervention success.

Leseprobe

Contents

About This Book

About Pfeiffer

Title

Copyright

Figures

CD-ROM Contents

Preface

Introduction

Part One: Making the Transition

Chapter 1: Performance Consulting

Experiences from the Field: Improving Performance

What Makes a Performance Consultant?

Defining Performance Consulting

Field Tools: The Operational Definition

Defining Your Own Consultant Process

Field Techniques: Defining Your Consulting Process

The Importance of a Vision and Mission

Field Techniques: Setting a Goal for Yourself

Summary

Where to Learn More

Chapter 2: The Transition

Experiences from the field: Planning

Field Techniques: Making the Transition to Performance Consulting

Establishing Your Own Performance Standards

Field Techniques: Measuring What You Do Now

Aligning Your Products and Services With Your New Role

Field Techniques: Identifying Business Drivers

Field Tools: Product Portfolio Worksheets

Field Techniques: Evaluating the Worth of What You Do Now

Field Techniques: Finding a Willing Client

Using the Product Portfolio Worksheets With Clients

Field Techniques: Building Your Plan

Summary

Where to Learn More

Chapter 3: Costs

Experiences from the Field: Understanding Costs

Field Techniques: Learning How Your Organization Classifies Costs

Field Tools: Valuing Time

Cost Management

Unnecessary Cost Drivers

Field Tools: Isolating and Managing Costs

Field Techniques: Finding Cost

Improving Processes and Practices to Reduce Costs

Managing Costs in Performance Consulting

Field Tools: Process or Task Performance Worksheet

Field Techniques: Improving Your Processes and Tasks

Field Techniques: Helping Clients Improve their Processes

Summary

Where to Learn More

Chapter 4: Credibility and Influence

Experiences from the Field: Being Credible

The Essential Ingredients: Information, Courage, Interpersonal Skills, and Integrity

Field Techniques: Evaluating your Personal Power Base

Field Techniques: Getting Information

The Spices: Trust, Political Savvy, Dissonance, and Status

Field Techniques: Developing Political Savvy, Dissonance, and Status

The Cooking Instructions: Establishing a Presence, Remaining Impartial and Objective, and Staying Focused

Field Techniques: Establishing a Presence, Remaining Impartial and Objective, and Staying Focused

Field Tools: Qualifying the Client

Field Techniques: Strengthening your Credibility and Influence

Summary

Where to Learn More

Chapter 5: Sustaining Change

Tracking Adoption

Dramatizing Causality

Field Techniques: Dramatizing Causality

Field Techniques: Building Proficiency in Communicating Logic

Sustaining Ownership

Field Techniques: Sustaining Ownership

Ongoing Measurement and Reporting of Results

Field Techniques: Measuring and Reporting

Summary

Where to Learn More

Part Two: Performance Consulting

Chapter 6: Environment and Norms

Experiences from the Field: Organizational Dynamics

The Work Environment

Field Techniques: Isolating Environmental Changes

Variability in Jobs

Field Tools: Contextual Job Descriptions

Field Techniques: Isolating Differences in Job Conditions

Field Techniques: Isolating Changes in People

Organizations as Social Systems: Managing Group Norms

Field Techniques: Identifying How Norms Affect Performance

Experiences From the Field: About Being Different

Field Techniques: Looking at Your Own Environment and Social Systems

Summary

Where to Learn More

Chapter 7: Needs Assessment and Cause Analysis

A Process for Identifying Needs

Field Tools: the Scorecard

Field Techniques: Focusing Your Investigation

Performance Criteria for the Needs Assessment Process

Field Tools: the Hierarchy

Field Tools: the Hierarchy Job Aid

Field Techniques: Getting Evidence of Congruency

Field Techniques: Getting Evidence of Efficiency

Field Techniques: Getting Evidence of Resiliency

Field Techniques: Developing Your Clients’ Skills in Assessment

Staying Disciplined and Setting Your Own Standards

Field Techniques: Identifying Barriers to Becoming a Performance Consultant

Summary

Where to Learn More

Chapter 8: Interventions

A Brief History of Interventions

Field Tools: the Family of Interventions Job Aid

Field Tools: the if-then Tables for Intervention

Field Techniques: Using the Inter Ventions if-Then Tables

Field Tools: the Hierarchy-Interventions Matrix

Field Techniques: Eliminating Barriers to Becoming a Performance Consultant

Summary

Where to Learn More

Chapter 9: Measuring Results

Experiences From the Field: About Measuring

Field Techniques: Getting More Than Two Sources of Measures

Measurement: Three Phases

How to Select Criteria

Field Tools: The Common Measures, Criteria, and metrics Job Aid

Field Techniques: Getting Evidence

Field Tools: Evidence Worksheet

Field Techniques: Getting to the Obvious

Field Techniques: Measuring Your Results

Summary

Where to Learn More

Chapter 10: Measuring People Performance

Experiences from the Field: Hidden Criteria

Field Techniques: Selecting Usable Criteria

Experiences From the Field: Evaluating the Job

Field Techniques: Evaluating a Job

Field Techniques: Measuring Variability in the Job, Focusing on Inputs

Field Techniques: Measuring Efficiency, Focusing on Job Processes

Field Techniques: Measuring Productivity, Focusing on Job Outputs

Field Techniques: Determining Rewards and Bonuses, Focusing on Outcomes

How Performance Gets Translated into Merit Reviews

Field Techniques: Fairly Applying Criteria for Merit Reviews

Field Techniques: Measuring your Own Performance

Summary

Where to Learn More

Index

About the Author

How to Use the CD-ROM

Download CD/DVD content

About This Book

What can you achieve with this book?

This book is a guide for internal and external learning professionals who want to add performance consulting to their scope of services. It has tools, stories, and guidelines for becoming a consultant, operating more like a consultant in deference to a training specialist, and positioning yourself as a consultant with clients.

Why is the topic important?

This book was written because trainers are recognizing the need to apply the principles of performance improvement in their work. Training can help people be more effective in the workplace; however, alone it rarely produces the desired long-term results. Learning professionals are realizing that they need to improve their skills at working with clients to identify actual barriers to performance and participating in the design of a more expanded suite of solutions. At the same time, clients and consumers are recognizing that training by itself rarely leads to sustained performance. They want professionals to collaborate with them in uncovering and removing barriers to workplace performance.

How is this book organized?

This book is in two parts. Part One is about how to become a performance improvement consultant. Part Two describes the methods and tools for analyzing performance needs, determining work requirements, identifying solutions beyond training, and measuring people performance. There are five chapters in each part, and each chapter contains stories, guidelines, tools, techniques, and checklists you can use to engage clients in the process of becoming a performance consultant, uncovering needs, collaborating with other experts, and recommending solutions beyond training.

About Pfeiffer

Pfeiffer serves the professional development and hands-on resource needs of training and human resource practitioners and gives them products to do their jobs better. We deliver proven ideas and solutions from experts in HR development and HR management, and we offer effective and customizable tools to improve workplace performance. From novice to seasoned professional, Pfeiffer is the source you can trust to make yourself and your organization more successful.

Essential Knowledge

Pfeiffer produces insightful, practical, and comprehensive materials on topics that matter the most to training and HR professionals. Our Essential Knowledge resources translate the expertise of seasoned professionals into practical, how-to guidance on critical workplace issues and problems. These resources are supported by case studies, worksheets, and job aids and are frequently supplemented with CD-ROMs, websites, and other means of making the content easier to read, understand, and use.

Essential Tools

Pfeiffer’s Essential Tools resources save time and expense by offering proven, ready-to-use materials–including exercises, activities, games, instruments, and assessments–for use during a training or team-learning event. These resources are frequently offered in looseleaf or CD-ROM format to facilitate copying and customization of the material.

Pfeiffer also recognizes the remarkable power of new technologies in expanding the reach and effectiveness of training. While e-hype has often created whizbang solutions in search of a problem, we are dedicated to bringing convenience and enhancements to proven training solutions. All our e-tools comply with rigorous functionality standards. The most appropriate technology wrapped around essential content yields the perfect solution for today’s on-the-go trainers and human resource professionals.

Copyright © 2007 by John Wiley & Sons, Inc.

Published by Pfeiffer

An Imprint of Wiley.

989 Market Street, San Francisco, CA 94103-1741

www.pfeiffer.com

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax [phone], or on the Web at www.copyright.com. Requests to the publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-748-6011, fax [phone], or online at http://www.wiley.com/go/permissions.

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

The materials on the accompanying CD-ROM are designed for use in a group setting and may be customized and reproduced for educational/training purposes. The reproducible pages are designated by the appearance of the following copyright notice at the foot of each page:

The Performance Consultant’s Fieldbook, Second Edition. Copyright © 2007 by John Wiley & Sons, Inc. Reproduced by permission of Pfeiffer, an Imprint of Wiley. www.pfeiffer.com

This free permission is restricted to limited customization of the CD-ROM materials for your organization and the paper reproduction of the materials for educational/training events. It does not allow for systematic or large-scale reproduction, distribution (more than 100 copies per page, per year), transmission, electronic reproduction or inclusion in any publications offered for sale or used for commercial purposes—none of which may be done without prior written permission of the Publisher.

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Pfeiffer also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic books.

Library of Congress Cataloging-in-Publication Data

Hale, Judith A.

The performance consultant’s fieldbook: tools and techniques for improving organizations and people/Judith Hale.—2nd ed.

p. cm.

Includes bibliographical references and index.

ISBN-13: 978-0-7879-8534-9 (paper/cd)

ISBN-10: 0-7879-8534-1 (paper/cd)

1. Business consultants—Handbooks, manuals, etc. 2. Employees—Rating of—Handbooks, manuals, etc. 3. Performance standards—Handbooks, manuals, etc. 4. Performance technology—Handbooks, manuals, etc. I. Title.

HD69.C6H35 2007

658.3′124—dc22

2006019147

Acquiring Editor: Matt Davis

Director of Development: Kathleen Dolan Davies

Production Editor: Rachel Anderson

Editor: Bev Miller

Manufacturing Supervisor: Becky Carreño

Editorial Assistant: Julie Rodriguez

Interior Design: Joseph Piliero

Illustrations: Lotus Art

Figures

1.1 The Expert-Facilitator Continuum

1.2 The Critic-Doer-Spectator Continuum

1.3 Example of an Operational Definition of Performance Consulting

1.4 The ASTD’s HRD Roles That Relate to Performance Consulting

1.5 The ASTD’s HRD Competencies That Relate to Performance Consulting

1.6 ISPI’s HPT Standards

1.7 Operational Definition Worksheet

1.8 Operational Definition of Mike’s Expectations

1.9 The Consulting Process

1.10 Mike’s Consulting Process

1.11 The Finance Team’s Process

1.12 Vision and Mission for This Fieldbook

1.13 The Finance Team’s Vision and Mission Statements

1.14 My List of Consulting Competencies

2.1 My Consulting Process Standards

2.2 Mike’s Expectations for Consulting Proficiency

2.3 Product Portfolio Worksheet 1

2.4 Product Portfolio Worksheet 2

2.5 Deborah’s Portfolio of Current Products and Services

2.6 Deborah’s New Products and Services

3.1 Major Cost Classifications

3.2 Manufacturers’ Major Cost Components

3.3 Cost of Sales

3.4 Cost of Services

3.5 Cost of Running the Business

3.6 Examples of Costs

3.7 Components of Price

3.8 A Formula for Valuing Time

3.9 Process or Task Performance Worksheet

4.1 Evaluating Your Personal Power Base

4.2 Qualifying Survey for Clients’ Readiness and Maturity

4.3 If-Then Table: Developing a Strategy from the Survey Results

5.1 Logic Chain: From Need to Measured Results

5.2 A Logic Chain for Reducing Stress: Need, Solution, Measures of Success

5.3 Logic Chain Template

6.1 The Zone of Competence

6.2 Contextual Job Description

6.3 Job Description for International Product Managers

6.4 Elements of a Social System

6.5 Deborah’s Job Description

7.1 Scorecard Job Aid

7.2 Scorecard Worksheet

7.3 The Hierarchy

7.4 The Hierarchy Job Aid

7.5 The Hierarchy Worksheet

7.6 How to Control Bias

8.1 Interventions at the Individual, Work Group, Department, and Division Levels

8.2 The Families of Interventions

8.3 Interventions Job Aid: Information-Focused Interventions

8.4 Interventions Job Aid: Consequences-Focused Interventions

8.5 Interventions Job Aid: Design-Focused Interventions

8.6 Interventions Job Aid: Capacity- and Capability-Focused Interventions

8.7 Interventions Job Aid: Action-Focused Interventions

8.8 Interventions Job Aid: Congruency-Focused Interventions

8.9 The Hierarchy-Interventions Matrix

9.1 When Measurement Occurs and Why

9.2 Measures, Criteria, and Metrics Scorecard

9.3 Examples of Evidence

9.4 Evidence Worksheet

10.1 Reasons and Criteria for Evaluating Performance

10.2 Directions for the NGT

10.3 Guidelines for Creating People Performance Worksheets

10.4 Performance Criteria for the Sales Managers

10.5 Quantitative Measures Summary Worksheet

10.6 Qualitative Measures Summary Worksheet

10.7 Dimensions of a Job

10.8 Examples of Measures for Job Dimensions

10.9 Job Evaluation Job Aid

10.10 The Finance Group’s Measures

10.11 Merit Review Criteria

CD-ROM Contents

1. Performance Consulting

Figure 1.7 Operational Definition Worksheet

2. The Transition

Figure 2.3 Product Portfolio Worksheet 1

Figure 2.4 Product Portfolio Worksheet 2

3. Costs

Figure 3.8 A Formula for Valuing Time

Figure 3.9 Process or Task Performance Worksheet

4. Credibility and Influence

Figure 4.1 Evaluating Your Personal Power Base

Figure 4.2 Qualifying Survey for Clients’ Readiness and Maturity

Figure 4.3 If-Then Table: Developing a Strategy from the Survey Results

5. Sustaining Change

Figure 5.3 Logic Chain Template

6. Environment and Norms

Figure 6.2 Contextual Job Description

7. Needs Assessment and Cause Analysis

Figure 7.1 Scorecard Job Aid

Figure 7.2 Scorecard Worksheet

Figure 7.4 The Hierarchy Job Aid

Figure 7.5 The Hierarchy Worksheet

8. Interventions

Figure 8.3 Interventions Job Aid: Information-Focused Interventions

Figure 8.4 Interventions Job Aid: Consequences-Focused Interventions

Figure 8.5 Interventions Job Aid: Design-Focused Interventions

Figure 8.6 Interventions Job Aid: Capacity- and Capability-Focused Interventions

Figure 8.7 Interventions Job Aid: Action-Focused Interventions

Figure 8.8 Interventions Job Aid: Congruency-Focused Interventions

9. Measuring Results

Figure 9.4 Evidence Worksheet

10. Measuring People Performance

Figure 10.2 Directions for the NGT

Figure 10.3 Guidelines for Creating People Performance Worksheets

Figure 10.7 Dimensions of a Job

Figure 10.8 Examples of Measures for Job Dimensions

Figure 10.9 Job Evaluation Job Aid

Figure 10.11 Merit Review Criteria

Preface

This fieldbook tells my story about performance consulting—what it is, why it is important, and how it can contribute to improving performance. Before starting the book, I took the time to read what others had said on performance consulting. Most of the other books stress why performance consulting is important, but they do not provide the tools consultants need to make it work. Some describe models for analyzing performance problems, but they do not explain how to use those models. They are silent on how to establish credibility with clients and how to build a business case for change. I wanted this fieldbook to give you tools and techniques to get relevant information so that you and your clients can make more informed decisions. Every story in this fieldbook is true, and every tool and technique has been tried and proven effective.