Human Performance Improvement

Zusatztext "If you need to read just one book on human performance improvement! this is the right one!"Wayne Chen! Senior Vice President of DiDi! China"This book is a must-read for performance improvement specialists who want to make a transformational difference in their organizations. Particularly valuable to readers is a clear and concise road map for how to move from training to human performance improvement and the competencies needed to make this change a reality. A required addition to your professional library."G.M. (Bud) Benscoter! PhD.! Owner! GMB Performance Group; Faculty Member! Boise State University and Wilmington (DE) University! USA"HPI is a dynamic process and the authors have superbly captured how this process is applied in a rapidly changing and complex workplace! examining the trends and patterns of workplace performance through actual case studies of international companies. A great read!"Dennis Mankin! Managing Partner and Senior Consultant! Platinum Performance Partners LLC! USA Informationen zum Autor William J. Rothwell, Ph.D., SPHR, SHRM-SCP, CPLP Fellow, is a Professor on the University Park campus of the Pennsylvania State University. He heads up a graduate program in organization development. He is also President of Rothwell & Associations, Inc. and LLC, two consulting firms. Carolyn K. Hohne is a performance improvement consultant with over 27 years' experience in the field of human performance improvement. As President of Hohne Consulting, LLC, she collaboratively works with clients to improve business results through people by identifying the workforce implications of their business strategies. Stephen B. King has held a variety of leadership and executive roles in organizations including Worthington Industries, Management Concepts, Constellation Energy, and most recently Allstate Insurance as Vice President, Talent & Leadership Effectiveness where he had responsibility for Enterprise Learning, Talent and Succession Management, Performance Management, Leadership Development, and Energy for Life. Klappentext This book provides a thorough overview of the theory and practice of HPI, looking at the plans and interventions that can improve productivity and address performance problems. This new edition provides up-to-date sources, examines the manager's role in HPI in more detail, and explores how to build on HPI strengths and opportunities. Zusammenfassung This book provides a thorough overview of the theory and practice of HPI, looking at the plans and interventions that can improve productivity and address performance problems. This new edition provides up-to-date sources, examines the manager's role in HPI in more detail, and explores how to build on HPI strengths and opportunities. Inhaltsverzeichnis List of figures Preface Acknowledgments Introduction 1 Laying the foundation 2 The role of analyst 3 The role of intervention specialist 4 The role of change manager 5 The role of evaluator 6 Trends and their implications for HPI 7 Transforming the training department into an HPI function 8 Building your competence as an HPI practitioner 9 From theory to practice: real-world HPI projects Appendix I: Reengineering the training department assessment instrument Appendix II: Determining your optimum pathway to development Index About the authors ...

"If you need to read just one book on human performance improvement, this is the right one!"Wayne Chen, Senior Vice President of DiDi, China "This book is a must-read for performance improvement specialists who want to make a transformational difference in their organizations. Particularly valuable to readers is a clear and concise road map for how to move from training to human performance improvement and the competencies needed to make this change a reality. A required addition to your professional library."G.M. (Bud) Benscoter, PhD., Owner, GMB Performance Group; Faculty Member, Boise State University and Wilmington (DE) University, USA "HPI is a dynamic process and the authors have superbly captured how this process is applied in a rapidly changing and complex workplace, examining the trends and patterns of workplace performance through actual case studies of international companies. A great read!"Dennis Mankin, Managing Partner and Senior Consultant, Platinum Performance Partners LLC, USA

Auteur

William J. Rothwell, Ph.D., SPHR, SHRM-SCP, CPLP Fellow, is a Professor on the University Park campus of the Pennsylvania State University. He heads up a graduate program in organization development. He is also President of Rothwell & Associations, Inc. and LLC, two consulting firms.

Carolyn K. Hohne is a performance improvement consultant with over 27 years' experience in the field of human performance improvement. As President of Hohne Consulting, LLC, she collaboratively works with clients to improve business results through people by identifying the workforce implications of their business strategies.

Stephen B. King has held a variety of leadership and executive roles in organizations including Worthington Industries, Management Concepts, Constellation Energy, and most recently Allstate Insurance as Vice President, Talent & Leadership Effectiveness where he had responsibility for Enterprise Learning, Talent and Succession Management, Performance Management, Leadership Development, and Energy for Life.

Texte du rabat

This book provides a thorough overview of the theory and practice of HPI, looking at the plans and interventions that can improve productivity and address performance problems. This new edition provides up-to-date sources, examines the manager's role in HPI in more detail, and explores how to build on HPI strengths and opportunities.

Contenu

List of figures
Preface
Acknowledgments
Introduction

1 Laying the foundation

2 The role of analyst

3 The role of intervention specialist

4 The role of change manager

5 The role of evaluator

6 Trends and their implications for HPI

7 Transforming the training department into an HPI function

8 Building your competence as an HPI practitioner

9 From theory to practice: real-world HPI projects

Appendix I: Reengineering the training department assessment instrument

Appendix II: Determining your optimum pathway to development

Index
About the authors