Result from a survey of more than 300 senior and executive level provesionals, conducted by the ASTD indicates that these industry leaders, all of whom work within organizations, identified the 10 most probable trends in the profession - both now and three years' time> The trend labeled "shift from providing training to improving performance" was ranked as the third most probable trend to occur today, and the most probable trend of all within the next three years. We are literelally changing the mission of our profession -- away from providing skills and knowledge on toward a focus on human performance improvement. This change has major implications for both individuals (the people who do this work and are reffered to as performance consultants in this book) and for the functions in which they work (referred to as performance department). But just what are those implications/ and how does one make the transition from operating as a training department to working as a performance improvement function? What action are needed? How long will it take? what are the land mines to be avoided?

These are the questions this book has been developed to answer. The intent of this book is to provide you, the readers, with a multitude of practical, proven, real tactics and strategies for performing as a performance consultant and for transforming a training department into a performance improvement function.

Table of contents:
Sections one: conceptual framework
Chapter1: A focus on performance: what is it?
Chapter2: The tree levels of alignment

Section two: The process of level alignment
Chapter3: Partnership phase: forming partnerships
The importance of partnering at PNC Bank
Case study; PNC Bank

Chapter 4: Assessment phase: building models and defining gaps Performance analysts at steelcase
Case study: steelcase, Inc

Chapter 5: Implementation phase:
Performance improvement interventions

Implementing performance change
Case study: Johnson & Johnson

Chapter 6: Measurement phase: evaluating effectiveness of performance improvement project
Applying the evaluation process
Case study: Arthur Andeson
Constant filling and Rose Setze

Section three: The organization level of alignment
Chapter 7: Organizing for performance focus: a large department’s perspective
Chapter 8: Organizing for a performance focus: a small department’s perspective

Section four: The performer level alignment
Chapter 9: The job of a performance consultant
From reengineering to performance consulting
Case study: Prudential HealhCase

Chapter 10: Skills and work environment required for performance consultants

Section five: Putting it all together
Chapter 11; Making the transition to a focus performance
Chapter 12: A look into the future