William C. Byham, Ph.D., CEO & President, Development Dimensions International, Inc.
"Every HRD manager who wants to have a job past the year 2000 should read this book. . . . The world is changing and HRD must change with it. Dana and Jim Robinson tell HRD managers how they will need to operate to be of real value to their organizations."


Kathy O'Hara, Manager, Professional Development
""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!"


Tony Roithmayr, Manager, Organization Effectiveness & Development, Petro-Canada, Inc.
""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."


Chuck Kormanski, D.Ed., Career Development and Placement Services, Penn State University-Altoona Campus
""This is one of the most outstanding books that I have read in the last few years. It speaks directly to the practitioner with relevant application ideas, solid examples, and a sound model that gives direction, yet allows for the individual style of the professional."


From Book News, Inc.
Helps human resource professionals make the transition from training delivery to a focus on performance improvement, offering practical guidelines for performance consultation and a conceptual framework based on performance relationship maps. Shows how to develop partnerships with management; how to identify the performance required to meet business goals; and how to contract with management to take action to enhance performance. Includes a glossary and an annotated listing of resources. Annotation c. by Book News, Inc., Portland, Or.

FROM THE PUBLISHER

The traditional training process confuses training activity with performance improvement by focusing on employees' learning needs, rather than on their performance needs. Traditional programs focus on developing excellent learning experiences, while failing to ensure that the newly acquired skills are transferred to the job. Thus, to be effective, training professionals must become "performance consultants," shifting their focus from training delivery to the performance of the company and its individual contributors. Dana & Jim Robinson describe an approach suitable for use in any organizational setting or industry and with any content area. Dozens of useful tools, illustrative exercises, and a case study that threads through the book show how the techniques described are applied in an organizational setting.

FROM THE CRITICS

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