Performance Consulting A Strategic Process to Improve, Measure, and Sustain Organizational Results
NEW EDITION, REVISED AND UPDATEDIn America, organizations spend 175 billion in training initiatives and more than 500 billion in human resource solutions every year yet often have little to show for it. One reason is that people "jump to solutions" before they identify the causes of the pr...
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| Otros Autores: | , , |
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Oakland :
Berrett-Koehler Publishers
2015.
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| Edición: | 3rd ed |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009629695206719 |
Tabla de Contenidos:
- Cover; Contents; List of Figures; List of Tables; Preface; Introduction: Stop Jumping to Solutions and Make Performance Your Business!; What Is the Alternative?; Performance Consulting Process; The Proof; 1 Performance Consulting: The Process; Types of Work; Our Partners in the Performance Consulting Process; The Performance Consulting Process; Performance Consulting Pointers; 2 Performance Consulting: The Mental Model and Logic; The Need Hierarchy; The SHOULD-IS-CAUSE Logic; Gaps Map: Here's How It's Done; Performance Consulting Pointers; FIRST PHASE: Identify Strategic Opportunities
- 3 Build Client PartnershipsAccess; Credibility; Trust; Performance Consulting Pointers; 4 Identify Strategic Opportunities Reactively; Reframing-What Is It?; Core Practices to Use in Reframing Discussions; Reframing Requests: Here's How It's Done; Performance Consulting Pointers; 5 Identify Strategic Opportunities Proactively; Triggers for Working Proactively; The Proactive Discussion; Conducting Proactive Discussions: Here's How It's Done; Performance Consulting Pointers; SECOND PHASE: Assess Business and Performance Needs; 6 Define the SHOULDs; Defining Business SHOULDs
- Defining Performance SHOULDsCollecting Data; Defining Organizational SHOULDS; Building Performance Models: Here's How It's Done; Shortcuts for Forming a Performance or Competency Model; Performance Consulting Pointers; 7 Assess the IS; Business IS; Performance IS; Data Sources; IS Assessment: Here's How It's Done; Shortcuts for Doing an IS Assessment; Performance Consulting Pointers; 8 Identify CAUSEs and Select Solutions; Identifying Root Causes, Not Symptoms; Designing CAUSE Assessments; Reporting Results; Interpreting Data; CAUSE Analysis: Here's How It's Done
- Shortcuts for Obtaining CAUSE DataPerformance Consulting Pointers; THIRD PHASE: Implement and Measure Solutions; 9 Alignment and Measurement Model; Client Preferences for Measurement Information; Alignment and Measurement Model; Alignment and Measurement Logic; Alignment and Measurement Model: Here's How It's Done; Performance Consulting Pointers; 10 Develop and Implement the Measurement Plan; Guidelines for Effective Measurement; Measurement Data as Diagnostic Data; Measurement Objectives and Plans: The What, How, Who and When; The Use of Technology; Measuring Results: Here's How It's Done
- Shortcuts for Measuring ResultsPerformance Consulting Pointers; 11 Determine Return on Investment (ROI); Methods of Isolating the Effects of the Solution; Converting Data to Monetary Values; Determining Monetary Value of a Unit of Measure; Identifying Intangible Benefits; Determining Costs of a Performance Consulting Initiative; Calculating ROI Measures; Shortcuts to Determining the ROI; Performance Consulting Pointers; FOURTH PHASE: Report and Sustain Results; 12 Report Results and Develop Plans for Sustaining Results; Preparing for the Meeting; Conducting the Meeting
- Sustaining Performance, Organizational, and Business Results
