Beyond Training and Development: The Groundbreaking Classic on Human Performance Enhancement

Beyond Training and Development: The Groundbreaking Classic on Human Performance Enhancement

Beyond Training and Development: The Groundbreaking Classic on Human Performance Enhancement

Beyond Training and Development: The Groundbreaking Classic on Human Performance Enhancement


"We need training for everyone in the organization on the importance of high-quality customer service -- immediately!"

With requests like these pouring in from managers and executives, it's no wonder so many training departments are trapped in a flurry of activity. Moving from project to project, departments get sapped of the time and energy required to shift their focus from making isolated ""quick fixes"" to becoming drivers of long-term, demonstrable human performance improvements. Now there's real help for making this important jump.

Celebrated as the groundbreaking manual when it was first published in 1996, this completely revised second edition of Beyond Training and Development takes you step by step through a transformation process that will change the way you think about training and development. The book unlocks the extraordinary potential of Human Performance Enhancement (HPE), a systematic, holistic, results-based approach that focuses on accomplishments instead of behavior.

Packed with eye-opening examples, ready-to-use self-assessment tools and worksheets (also available on the accompanying CD-ROM), easy-to-read charts and tables, concise summaries of the existing literature, and original data from a recent survey of training and development professionals, Beyond Training and Development guides you through the HPE process, including how to:

• Build a convincing business case for change and assess the competencies your staff will need in their expanded roles.

• Gather and analyze information on the current level of performance in your organization.

• Envision what should be happening by conducting the often neglected step of environmental scanning-then comparing the results with your internal appraisal.

• Clarify present and future performance gaps, either working as a solitary analyst or adopting a team approach that empowers stakeholders.

• Identify the underlying causes of a performance gap -- the most important and difficult step in HPE -- with a focus on both fixing problems and seizing previously undetected performance enhancement opportunities.

• Use a variety of powerful, proven HPE strategies to narrow or close human performance gaps at every level: the organizational environment, the work environment, the work, and the workers.

• Demonstrate the bottom-line benefit of enacting HPE strategies in your organization.

This is your one-stop action manual for transforming training and development into an indispensable driver of human performance improvements."


In a bid to please everyone, training and development practitioners too often go along with their customers' ill-advised expectations that they will confine their efforts to providing courses, entertaining employees, making people feel good, and fixing isolated problems. This focus, however, minimizes the importance of integrating training with organizational strategy, assessing learning needs, ensuring the transfer of training from instructional to work settings, evaluating training results, and (most important) achieving performance gains and productivity improvement. It creates a conspiracy of failure in many organizations. Rothwell's Theory of Visible Activity states that customers of training think that highprofile activity automatically means results and, therefore, that offering much training automatically improves employee performance. Of course, such a view is mistaken.

Although many training departments have historically been activity-oriented, a focus on enhancing human performance is implicitly results-oriented. Intensifying that focus is a need for training to be offered faster, geared to the quickly changing needs of performers, offered in convenient locales (and on-line or in blended formats), and prepared in ways intended to harness the advantage of new instructional technologies.

The time has come to move beyond training as a quick fix (or fix-all) and to focus instead on applying a wide range of human performance enhancement (HPE) strategies. It is also time to emphasize the strategic and long-term role of HPE efforts and to transform training and development professionals into HPE specialists. This book is a manual for doing just that.

Sources of Information

As I began writing this book, I decided to explore HPE practices. In this process I consulted several major sources of information:

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