Human Performance Improvement

Building Practitioner Competence

By

  • William J. Rothwell, Professor of Human Resource Development, Pennsylvania State University. Director of Penn State's Institute for Research in Training and Development.
  • Carolyn K. Hohne, Performance Improvement Consultant.
  • Stephen B. King, Ph.D, Executive Director, Leadership & Management Development Division, Management Concepts Inc.

Today's dynamic organizations must achieve positive results in record time - a challenge that requires managers to avoid problems before they arise and to solve these issues quickly. Human Performance Improvement (HPI) is a powerful tool that can be used to help build intellectual capital, establish and maintain a 'high-performance workplace, enhance profitability, and encourage productivity' - as well as increase return on equity and improved safety.Written by a group of highly respected authors in the field, this book will show you how to:-- discover and analyze performance gaps- plan for future improvements in human performance- design and develop cost-effective interventions to close performance gaps.
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Audience

Primary readership: HR practitioners, Human Performance Improvement Specialists, Performance Consultants, Corporate Trainers, Chief Learning Officers. Secondary readership: Training and Development graduate programs.

 

Book information

  • Published: March 2007
  • Imprint: BUTTERWORTH HEINEMANN
  • ISBN: 978-0-7506-7996-1


Table of Contents

PrefaceIntroductionAcknowledgementsAdditions to current chapters for new editionPart I Laying the FoundationChapter One What is Performance, and What is Human Performance Improvement (HPI)? • New Thinking About HPI• Certification and Certificate Programs in HPI• The Role of the Line Manager in HPIPart II The Roles of the Human Performance Improvement (HPI) PractitionerChapter Two The Role of Analyst• New Case study• The Role of the LineManager as AnalystChapter Three The Role of the Intervention Specialist• Intervention Selection as Part of an Enterprise Learning Strategy• The Role of the Line (Operating) Manager as Intervention SpecialistChapter Four The Role of Change Manager• The Relationship Between the Performance Consultant and the Organization Development Consultant• The Role of the Line (Operating) Manager as Change ManagerChapter Five The Role of Evaluator• New Thinking About Evaluation and What It Means to HPI• The Role of the Line Manager as EvaluatorPart III Making the Transition to HPIChapter Six Trends and Their Implications for HPI Chapter Seven Transforming the Training Department into an HPI Function• Case Studies in HPIChapter Eight Building Your Competence as an HPI PractitionerAppendix I Questions and Answers about Human Performance ImprovementAppendix II The Reengineering the Training Department Assessment InstrumentAppendix III Determining Your Optimum Pathway to DevelopmentAppendix IV Human Performance Improvement Resource Guide• Using the Resource Guide• Section One: Graduate Degree Programs• Section Two: Comprehensive HPI Resources• Section Three: Competency Development ResourcesAbout the AuthorsIndex