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From training to performance improvement : navigation the transition / Jim Fuller, Jeanne Farrington

Main Author Fuller, Jim Coauthor Farrington, Jeanne Country Estados Unidos. Publication San Francisco : Jossey-Bass Pfeiffer, cop. 1999 Description XX, 215 p. ; 24 cm ISBN 0-7879-1120-8 CDU 658.386
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Monografia Biblioteca da UMinho no Campus de Azurém
BPG4 658.386 - F Não requisitável | Not for loan 300-CRC
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Enhanced descriptions from Syndetics:

Achieve measurable gains!

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

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

Here's the approach you've waited for: performance improvement. JimFuller and Jeanne Farrington show you how to achieve measurablegains by implementing this cutting-edge technique at yourorganization.

"A practical guide for identifying and eliminating the root causesof business problems. Business leaders and human resourceprofessionals responsible for turning around bottom-line resultswill find From Training to Performance Improvement well worth theread."
-- Kathleen Dalton, Procter & Gamble

"Clear, concise, and compelling. This book is a great asset forexecutives and management teams who are seeking ways to makechanges that will count."
-- James J. Hill, manager of executive education, SunMicrosystems

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

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

As director of learning at a Fortune 20 company, where he workedfor eighteen years, Jim Fuller helped to lead his corporation to aperformance breakthrough. In this hands-on resource, Fuller andseasoned consultant Jeanne Farrington show you how to make thistransition at your organization.

Table of contents provided by Syndetics

  • Figures and Exhibits (p. ix)
  • Foreword (p. xi)
  • Preface (p. xv)
  • Acknowledgments (p. xx)
  • 1 Discovering Human Performance Technology (p. 1)
  • Training to Develop Human Capital (p. 1)
  • Questioning Training's Role (p. 2)
  • Training May Not Always Work (p. 3)
  • The Call for a Different Approach (p. 4)
  • The Difference Between a Training Focus and a Performance Focus (p. 4)
  • Case Studies: Discovering HPT One Step at a Time (p. 6)
  • Summary (p. 12)
  • 2 Understanding Human Performance Technology (p. 13)
  • Human Performance Technology: A Description (p. 13)
  • People Perform Within a System (p. 14)
  • The Causes of Top Performance (p. 21)
  • The Performance Improvement Process (p. 25)
  • Performance Improvement Pitfalls (p. 28)
  • Summary (p. 33)
  • 3 Driving the Value of Human Capital Within Your Organization (p. 35)
  • Management and Human Capital (p. 35)
  • The Basics of Human Capital (p. 41)
  • Why Do Employees Leave an Organization? (p. 48)
  • Summary: The Human Capital Message (p. 54)
  • 4 Preparing for Performance Technology (p. 55)
  • Planning to Make Changes (p. 55)
  • The Preparation Phase (p. 58)
  • Summary (p. 65)
  • 5 Demonstrating Results with HPT (p. 67)
  • Selecting Initial HPT Projects (p. 68)
  • Selling HPT to Your Organization (p. 69)
  • Capturing Early HPT Project Results (p. 75)
  • Summary (p. 91)
  • 6 Building Organizational Awareness for HPT (p. 93)
  • Creating a Short, Clear Description (p. 94)
  • Selling HPT as a Concept and a Practice (p. 97)
  • Change Management and Political Issues (p. 106)
  • Working with Politics (p. 107)
  • Summary (p. 108)
  • 7 Analyzing and Addressing Organizationa Barriers to HPT (p. 111)
  • Problem Definition (p. 111)
  • Identifying and Validating Suspected Gaps and Barriers to HPT (p. 113)
  • Solution Implementation (p. 123)
  • Suggested Remedies (p. 125)
  • Implementing Solutions to Your HPT Barriers (p. 134)
  • Summary (p. 136)
  • 8 Making the Transition to HPT Within Your Department (p. 137)
  • Your Current Position (p. 137)
  • How Big a Chunk Do You Want? (p. 139)
  • Setting Goals for Implementing HPT (p. 141)
  • Taking Stock (p. 144)
  • One-Page Briefs (p. 145)
  • Creating New Roles (p. 150)
  • Responding to Requests (p. 153)
  • Creating New Success Criteria (p. 155)
  • Developing Allies (p. 156)
  • Summary (p. 157)
  • 9 How to Develop HPT Professionals Within Your Organization (p. 159)
  • General HPT Knowledge and Skills (p. 160)
  • Four Major Areas of Specific Expertise (p. 168)
  • A Performance Technology Mind-Set (p. 173)
  • Creating Development Plans (p. 173)
  • Development Opportunities (p. 179)
  • Summary (p. 180)
  • 10 Becoming the Manager of Performance Technology for Your Organization (p. 183)
  • Be the Leader of HPT (p. 184)
  • Be the Expert in HPT (p. 188)
  • Bring HPT and the Business Together (p. 191)
  • Be the Developer of HPT (p. 195)
  • Be the Advocate for HPT (p. 197)
  • Summary (p. 200)
  • References (p. 201)
  • About the Authors (p. 205)
  • Index (p. 209)

Author notes provided by Syndetics

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.

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