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Performance Consulting: Applying Performance Improvement in Human Resource Development

Performance Consulting: Applying Performance Improvement in Human Resource Development

William J. Rothwell

ISBN: 978-1-118-41911-3

Nov 2013, Pfeiffer

528 pages



Praise for Performance Consulting

"You hold in your hands an outstanding portrayal of the half-century evolution of performance improvement. Rothwell and his colleagues have written the most comprehensive performance consulting book on the market. From data collection and analysis to implementing solutions, Performance Consulting provides a roadmap to guide you on the path to becoming a successful performance consultant. The roadmap includes countless signposts in the form of exercises, processes, examples, tools, and advice to ensure you reach your final destination successfully."

—Elaine Biech, president, ebb associates and author of The Business of Consulting

"This book provides a wealth of resources performance consultants can use for performance analysis and solution selection. The many case studies, references, and discussion questions throughout the text make this book both practical and substantive."

—Dana and Jim Robinson, co-authors of Performance Consulting: A Practical Guide for HR and Learning Professionals

"In today's economic realities, performance consulting and performance improvement are critical to organizational success. The challenge for human resource development professionals is to shift the focus to performance improvement, not just applying classic training and learning solutions. Rothwell and his team have assembled perhaps the most comprehensive reference on this important field, complete with examples, illustrations, and a description of all of the pertinent models. This will be a 'must have' reference for any person involved in human resource development and human capital development."

—Jack Phillips Ph.D., chairman, ROI Institute, author of The Value of Learning

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List of Tables, Figures, and Exhibits v

Preface xiii

Acknowledgments xvii

About the Editors xix

PART ONE Thinking Beyond Training 1

ONE Why Training 3
George M. (Bud) Benscoter

TWO Moving Toward Performance Consulting 37
George M. (Bud) Benscoter

THREE Role Transformation 69
William J. Rothwell

PART TWO Problems and Opportunities in Human Performance 87

FOUR Analyzing the Present 89
Woocheol Kim

FIVE Envisioning the Future 129
Woocheol Kim

PART THREE Initiating Performance Consulting 163

SIX Gap Clarification 165
Taesung Kim

SEVEN Prioritizing Gaps 191
Taesung Kim

EIGHT Identifying the Root Causes of Performance Gaps 209
Taesung Kim

PART FOUR Implementation of Performance Consulting (PC) Strategies 233

NINE Selecting Performance Consulting Strategies 237
Aileen Guerrero Zaballero

TEN Implementing Performance Consulting Strategies: The External Organizational Environment 280
Aileen Guerrero Zaballero

ELEVEN Implementing Performance Consulting Strategies: The Internal Work Environment 313
Aileen Guerrero Zaballero

TWELVE Implementing Performance Consulting Strategies: The Work 338
Aileen Guerrero Zaballero and Jong Gyu Park

THIRTEEN Implementing Performance Consulting Strategies: The Worker 372
Jong Gyu Park and Aileen Guerrero Zaballero

PART FIVE Evaluating Performance Consulting 413

FOURTEEN Evaluating Performance Consulting 415
George M. (Bud) Benscoter

APPENDIX: Establishing Rapport and Connecting Performance Consulting to Business Goals 452

Answers to Discussion Questions 456

Name Index 483

Subject Index 489