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Performance consulting.

Performance consulting is a subdiscipline of consulting that seeks to

understand and develop a holistic strategyto change performance; the results typicallyinclude changes in measurement strategy,education, staffing, and toolkits. Its goals

can be summarized in the slogan "worksmarter, not harder".

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Berrett-koehler Publishers

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Types of Performance

ConsultingPerformance consulting can be divided into three sub-specialties:

Organizational development specialists help organizationsimprove the effectiveness of their staff by changing thepsychodynamics of the organization.

professional development specialists help organizationsimprove the effectiveness of their staff by providing technical andprofessional training.

personal coaches help individuals be more effective in thepersonal or workplace lives. The profession draws its inspirationfrom sports coaching, psychotherapy, philosophical traditions, andreligious traditions

http://en.wikipedia.org/wiki/Organizational_developmenthttp://en.wikipedia.org/wiki/Professional_developmenthttp://en.wikipedia.org/wiki/Personal_coachinghttp://en.wikipedia.org/wiki/Personal_coachinghttp://en.wikipedia.org/wiki/Professional_developmenthttp://en.wikipedia.org/wiki/Organizational_development

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Need for Performance

consultancy

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y er ormanceConsulting?

Organizations face a daunting array of challenges. Globalization,increased competition, rapid technological change, diverseworkforces, escalating demands for productivity -- for "highperformance workplaces" . . .These "constant whitewater" conditions are demanding a broaderand deeper range of skills from managers and leaders as well asfrom workers.As a result, the emphasis is shifting from developing individualknowledge and skills to implementing performance improvement

strategies.This shift has redefined the role of the Human ResourcesDevelopment staff. No longer is it enough to offer a menu ofcourses and measure success by attendance rates. Today,trainers must become performance consultants who use theirexpertise in a variety of ways to add value to the organization'sresults.This shift requires that HRD staff learn new skills and use new

tools to improve the performance of individuals, teams,Departments, business units, and the organization as a whole.

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Role of PerformanceConsultancy

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Role of Performance

Consultant

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Performance Improvement Process

Business &

performance

opportunities

or problems

DefineDefine

thetheNeedNeed

GreatPERFORMANCE

DevelopDevelopResponsesResponses

ImplementImplementActionsActions

MeasureMeasure

and follow-and follow-

throughthrough

Partner with clientsand manage change

Partner with clients

and manage change

Partner with clientsand manage change

Explore the

Situation

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Performance Maximizer

KnowKnow

what to dowhat to do

GreatGreatPERFORMANCEPERFORMANCE

EquippedEquipped

to do itto do it

WantWant

to do itto do it

AbleAble

to do itto do it

Vision, strategy andgoals

Values, beliefs,

behaviouralexpectations

Performanceexpectations-accountabilities,objectivesbest practices

Personalattributes

Knowledge, skills

and experience Coaching support

Personal well-being

Personal motivation,

morale Feedback, recognition

Reward, balance ofconsequences

Relationships andLeader support

Resources: staff,

money, time,equipment, tools,

job aids,workspace

Procedures, roles,processes andsystems

Information, dataon performance

Authority

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Performance Maximizer

Know

Cause for gaps:

Lack of clarity regardingbest practices.

Ambiguity of how the

work supports the goals

of the organization.

Actions:

Produce and communicate

best practices Communicate vision, goals,

& strategy of organization

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Performance Maximizer

Able

Cause for gaps:

Lack of pre-requisiteknowledge or skill.

Insufficient on-job

learning support.

Emotional or psychologicalissues (stress) that impede

performance.

Actions:

providetraining, retraining,

coaching. offerpeer support or mentor.

provide just-in-time training.

offerhelp in course redesign.

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Performance Maximizer

Equipped

Cause for gaps:

no how to information

(manual)

no access to materials &

tools including computers &

software (3 instructors

sharing 1 computer)

conflicting tasks (not enough

time/learning curve)

IT Infrastructure (Course

Management System).

Actions:

prepareFAQ section and

handout/resource material. buy computers & software

(1 instructor per computer).

share course amongst

instructors.

usestudents to provide

technical help.

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Performance Maximizer

Want

Cause for gaps:

Fear of technology. Work not seen as

meaningful.

No recognition for

implementation.

Leader impact balance of

consequences.

Actions:

Coaching or peer support.

Communicate line of sight

allowsmaller classes or

off-load courses.

givemerits, awards.

publish name in newsletter.

showcase new course.

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Performance Consulting Issues

Instructor Buy In

Demonstrate cost benefit

Overcoming layers of bureaucracy Academic culture

Instructor ownership of material

Instructor losing professional autonomy

Political Factors

Dividedloyalty

Department fragmentation (silos)