Performance Consulting (Paperback)

by Dana Gaines Robinson (Author), James C Robinson (Author) "When people ask you what you do, how do you respond?..." (more)
Key Phrases: performance relationship map, expected job results, territory business plans, Performance Consultant, Performance Consulting Tool, Operational Results On-the-Job Performance (more...)

Editorial Reviews

From Scientific American
""This will be the most important book of the decade for HRD practitioners who are willing to move beyond the traditional training role to performance consulting and become true business partners. Reading this book is like having Partners In Change expertise at your fingertips!" --This text refers to an out of print or unavailable edition of this title.

From The New Yorker
""Professionals working in the field of human resource development and organization effectiveness will find this book to be an absolutely indispensable tool. The Performance Relationship Map is nothing short of a breakthrough in helping clients to see the business connections when examining needs, cause, and evaluation data." --This text refers to an out of print or unavailable edition of this title.

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Product Details

• Paperback: 349 pages
• Publisher: Berrett-Koehler Publishers (January 1, 1996)
• Language: English
• ISBN-10: 1881052842
• ISBN-13: 978-1881052845
• Product Dimensions: 9.4 x 5.7 x 1.1 inches
• Shipping Weight: 1 pounds (View shipping rates and policies)
• Average Customer Review: 4.4 out of 5 stars See all reviews (10 customer reviews)
• Amazon.com Sales Rank: #438,374 in Books (See Bestsellers in Books)

Customer Reviews

Most Helpful Customer Reviews

19 of 20 people found the following review helpful:

4.0 out of 5 stars This book is not for beginners in the industry., June 5, 1999

By A Customer

Going from a traditional trainer to performance consultant/trainer. I found the book to be a little overwhelming. I feel the terminology, language used could have been a little more user friendly, especially if you were just learning what a performance consultant is or does. The authors did a good job with the performance relationship map to use as an effective tool and the overall point of the book was well taken. After I attended a performance consultant workshop did I really have a better understanding of the points that the authors were trying to make.

13 of 14 people found the following review helpful:

4.0 out of 5 stars Insightful!, April 23, 2001

By	Rolf Dobelli "getAbstract.com" (Switzerland) - See all my reviews (TOP 50 REVIEWER)    (REAL NAME)

To meet increasingly demanding organizational goals, human resource departments must shift from traditional training methods (i.e. what employees learn) to performance consulting (i.e. what employees must do to achieve those goals). Authors Dana Gaines Robinson and James C. Robinson, who consult in this field, present this intriguing assertion in a rather abstract and wordy book. Thus, this is a better volume for serious study than for casual perusal.

The book gives you in-depth research and information on the complicated process of transforming your training operation to performance consulting. The book contains numerous graphs, guides and checklists, as well as a helpful resource section listing Human Resources associations and workshops. We [...] recommend this book to those involved in human resources, particularly training specialists, training coordinators, instructional systems designers, consultants, and career and organizational developers, as well as managers and media specialists.

10 of 11 people found the following review helpful:

5.0 out of 5 stars Focus on Performance, November 28, 2000

By	Artist Barbara Garro (Barbara Garro at http://www.ElectricEnvisions.com in Saratoga Springs, NY) - See all my reviews

You know you and your people need professional training to keep your business perspective valid and current. But what training?...where?...at what price? and at what lost productivity cost?

The Robinson's book delivers the essence of what creates performance improvement training and development in four sections: One, getting someone to take responsibility for performance training; Two, having a performance relationship map to help you design and complete performance assessments and illustrates the interrelationship between training, performance, work environment, and business needs; Three, discusses implementation; and Four, shows how performance improvement departments differ from training departments and answers questions about how you can get from where you are to where you need to be.