The document discusses performance consulting, which seeks to develop holistic strategies to improve performance through changes in measurement, education, staffing, and tools. Performance consulting can be divided into organizational development, professional development, and personal coaching. It is needed due to challenges like globalization and rapid change that demand broader skills from managers, leaders, and workers. As a result, human resources staff must become performance consultants who improve individual, team, departmental, and organizational performance through expertise, tools, and skills. The role of consultants is to partner with clients to define needs, develop responses, and implement and measure actions for performance improvement.

1. Berrett-koehler Publishers
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2. Performance consulting.
Performance consulting is a sub discipline of consulting
that seeks to understand and develop a holistic strategy to
change performance; the results typically include changes in
measurement strategy, education, staffing, and toolkits. Its
goals can be summarized in the slogan "work smarter, not
harder".
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3. Types of Performance Consulting
Performance consulting can be divided into three sub-specialties:
Organizational development specialists help organizations
improve the effectiveness of their staff by changing the
psychodynamics of the organization.
professional development specialists help organizations
improve the effectiveness of their staff by providing technical and
professional training.
personal coaches help individuals be more effective in the
personal or workplace lives. The profession draws its inspiration
from sports coaching, psychotherapy, philosophical traditions,
and religious traditions
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4. Need for Performance consultancy
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5. Why Performance Consulting?
Organizations face a daunting array of challenges.
Globalization, increased competition, rapid technological
change, diverse workforces, escalating demands for
productivity -- for "high performance workplaces" . . .
These "constant whitewater" conditions are demanding a
broader and deeper range of skills from managers and leaders
as well as from workers.
As a result, the emphasis is shifting from developing individual
knowledge and skills to implementing performance
improvement strategies.
This shift has redefined the role of the Human Resources
Development staff. No longer is it enough to offer a menu of
courses and measure success by attendance rates. Today,
trainers must become performance consultants who use their
expertise in a variety of ways to add value to the organization's
results.
This shift requires that HRD staff learn new skills and use new
tools to improve the performance of individuals, teams, 5
Departments, business units, and the organization as a whole.

6. Role of Performance Consultancy
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8. Role of Performance Consultant
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12. Performance Improvement Process
Partner with clients
and manage change
Business &
performance Define
Develop Implement
opportunities the
Responses Actions
or problems Need
Great
PERFORMANCE
Explore the Partner with clients Partner with clients
Situation and manage change and manage change
Measure
and follow-
through
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13. Performance Maximizer
Able
to do it
• Vision, strategy and goals • Personal attributes
• Values, beliefs, behavioural • Knowledge, skills and
expectations experience
• Performance expectations- • Coaching support
accountabilities, objectives • Personal well-being
best practices
Know Great Equipped
what to do PERFORMANCE to do it
• Personal motivation, morale • Resources: staff, money,
• Feedback, recognition time, equipment, tools, job
aids, workspace…
• Reward, balance of
consequences • Procedures, roles, processes
and systems
• Relationships and
• Information, data on
Leader support
performance
• Authority
Want
to do it
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14. Performance Maximizer
Know
Actions:
Cause for gaps:
Produce and communicate
Lack of clarity regarding best practices
best practices.
Communicate vision, goals,
Ambiguity of how the & strategy of organization
work supports the goals
of the organization.
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15. Performance Maximizer
Able Actions:
Cause for gaps: provide training, retraining,
Lack of pre-requisite coaching.
knowledge or skill. offer peer support or mentor.
Insufficient on-job
provide just-in-time training.
learning support.
▪ offer help in course redesign.
Emotional or psychological
issues (stress) that impede
performance.
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16. Performance Maximizer
Equipped
Actions:
Cause for gaps:
prepare FAQ section and
no “how to” information handout/resource material.
(manual)
buy computers & software
no access to materials & (1 instructor per computer).
tools including computers &
software (3 instructors share course amongst
sharing 1 computer) instructors.
conflicting tasks (not enough ▪ use students to provide
time/learning curve) technical help.
IT Infrastructure (Course
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Management System).

17. Performance Maximizer
Want Actions:
Cause for gaps: Coaching or peer support.
Fear of technology. Communicate “line of sight”
Work not seen as allow smaller classes or
meaningful.
off- load courses.
No recognition for
give merits, awards.
implementation.
Leader impact – balance of ▪ publish name in newsletter.
consequences. ▪ showcase new course.
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18. 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
▪ Divided loyalty
▪ Department fragmentation (silos)
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