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The Performance Consultant's Fieldbook Tools and Techniques for Improving Organizations and People von Hale, Judith (eBook)

  • Erscheinungsdatum: 29.06.2012
  • Verlag: Pfeiffer
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The Performance Consultant's Fieldbook

The Performance Consultant's Fieldbook will help trainers, training managers, and internal and external consultants working in partnership with clients to identify barriers to performance, explore a suite of solutions, and work collaboratively to get new procedures, technology, behaviors, and ideas adopted. Step-by-step, the book details the techniques you need to conduct performance interventions and offers a customizable collection of worksheets, flowcharts, planning guides, and job aids. It provides practical guidance and proven tools to help analyze an organizational environment, diagnose performance problems, identify barriers to performance, select appropriate interventions, and measure intervention success. Judith Hale , Ph.D., has been a consultant to management in the public and private sectors for over twenty-five years. She specializes in needs assessments, certification programs, evaluation protocols, training outsourcing, and the implementation of major interventions. She is a past president of ISPI and is on the faculty of ISPI's HPT Institute and Boise State's School of Engineering.


    Format: ePUB
    Kopierschutz: AdobeDRM
    Seitenzahl: 300
    Erscheinungsdatum: 29.06.2012
    Sprache: Englisch
    ISBN: 9781118429624
    Verlag: Pfeiffer
    Größe: 9247 kBytes
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The Performance Consultant's Fieldbook

Chapter 1

Performance Consulting

In their desire to improve organizational performance, managers sometimes seek the help of consultants. They may not fully understand the capabilities and biases consultants bring to the assignment, however. The following story illustrates this point.
FIELD NOTES: SOLUTIONS A large conglomerate hired Mark to head its unit that manufactures and distributes extrusion metals (used to make window frames, louver blades, I-beams for construction, and storm doors). The main plant was in the Midwest, there was a second plant on the East Coast, and a new plant was scheduled to open in Singapore within six months. The Midwest plant had lost market share over the previous two years. Its on-time delivery record was poor, and turnover among its sales staff was high. The East Coast plant was just meeting its financial goals, and senior management told Mark they were concerned: customer complaints about product quality and missed deliveries were up. Mark decided to seek the help of a marketing consultant. The consultant recommended a new product image, a new logo, and a new marketing campaign. Mark agreed that a new marketing plan made sense, but he was uncomfortable with the plan because it could take the better part of a year to see results. To see if he could get faster results, Mark sought the advice of a sales consultant. This consultant recommended a sales contest, a new bonus structure, and incentives for achieving sales goals. At about the same time, a senior vice president at corporate headquarters suggested that Mark talk to a management consultant. The consultant suggested reorganizing the business unit around key customer groups, such as construction, institutional buyers, and resellers. Because Mark had been impressed by the successes of the quality assurance department at the company he used to work for, he decided to meet with a quality consultant as well. This consultant offered three significant suggestions: set up cross-functional teams; make each team responsible for a whole process, from receiving orders to delivering finished products; and implement statistical process control techniques for each process. Mark's U.S. sales manager suggested they hire an organizational development consultant to work with the management team. The goals would be to come up with a new vision and mission for the unit and to improve communication within the team. The Midwest plant manager suggested they hire a training consultant to develop training for sales and production personnel. Mark received a memo stating that the corporation's architectural firm had been hired to do strategic planning for the entire corporation. One of the anticipated outcomes of the strategic plan was a new model for the plants, since the architectural firm was known for agile designs based on manufacturing principles. A human resource consultant recommended studying causes of turnover, implementing a targeted selection program, and doing an employee morale survey. On his flight to the Singapore plant, Mark read about the successes of reengineering. He was particularly impressed by the use of sophisticated information systems designed to shorten cycle times. On his return flight, he read another article, this one about performance improvement consulting. It was then that Mark realized that all of the approaches he had been considering had merit. All of the consultants he had hired had started with a solution; however, none of them had begun with an analysis of what was actually causing the poor performance. Instead, they had all assumed that they had the answer.
Mark's experience is not unique. Eager for solutions to their problems, organizations act on the recommendations of experts without first finding out what the problem is. Managers are slowly recognizing the need to t

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