- Paperback: 349 pages
- Publisher: Berrett-Koehler Publishers (January 1, 1996)
- Language: English
- ISBN-10: 1881052842
- ISBN-13: 978-1881052845
- Product Dimensions: 6.2 x 1 x 9.4 inches
- Shipping Weight: 1.3 pounds
- Average Customer Review: 20 customer reviews
- Amazon Best Sellers Rank: #1,022,339 in Books (See Top 100 in Books)
Enter your mobile number or email address below and we'll send you a link to download the free Kindle App. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required.
To get the free app, enter your mobile phone number.
Performance Consulting Paperback – January 1, 1996
The Amazon Book Review
Author interviews, book reviews, editors picks, and more. Read it now
Customers who viewed this item also viewed
What other items do customers buy after viewing this item?
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.
Browse award-winning titles. See more
Top customer reviews
There was a problem filtering reviews right now. Please try again later.
Performance Consulting takes a broad view of performance generally, both individual and organizational, and the inputs that go into producing it. Then it explains and illustrates a process for identifying performance gaps, analyzing their causes, and choosing from among the variety of solutions that might be implemented, often in combination, to bring what `IS' up to what `SHOULD' be. The chapter on "Developing Models of Performance" - including best practices and competency models - alone is worth the price of the book.
The Robinsons emphasize the importance of solid data gathering to ensure accurate understanding of the problems and accurate evaluation of the effectiveness of the solutions. And they liberally illustrate their principles and techniques with examples from their own consulting practice with major corporations, many of them manufacturing companies. Even so, I found their examples enlightening and their templates and general principles readily translatable to other settings - including professional service firms, government agencies, and nonprofits - in my own consulting.
The updated Second Edition contains most of the same material as the first, but adds two new chapters (one on "identifying performance consulting opportunities in a proactive manner" and the other a collection of FAQs) and also provides a web address for downloading and purchasing electronic versions of the Robinsons' templates. I found annoying the stylistic changes in this edition that came out of a collaboration with Ken Blanchard, who persuaded the Robinsons to develop some catchy acronyms for their models (e.g., the "GAPS! Map") and also, apparently, to liberally sprinkle the book with exclamation points. Those frothy additions detract from the solid substance of the book and are my only reason for rating the Second Edition with 4 stars instead of 5. Perhaps some readers will actually enjoy them.
Even if your current arsenal does not extend beyond training solutions, Performance Consulting is a helpful book for learning to recognize when training is not the answer to a problem - and also, perhaps, for working yourself into a position with greater influence and a broader scope.