The document outlines the differences between trainers and performance consultants, emphasizing that trainers focus on structured learning solutions while performance consultants address broader performance needs within a business context. It highlights various diagnostic tools and a systems approach used by performance consultants to drive better business outcomes. The text also emphasizes the importance of understanding business issues and proactively identifying performance solutions.

1. Trainer
vs.
Performance
Consultant
What’s the difference?
How do we get there?

2. Trainer
Respond to Training Requests
ADDIE Process
 Analysis
 Design
 Development
 Implementation Instruction
 Evaluation
T
August 2003 Performance Development 2
PC

3. Performance Consultant
Business Partner
Wider Array of Diagnostic Tools
Systems Approach
Expanded Solutions
A Different Philosophy
A Bigger Tool Kit
T
August 2003 Performance Development 3
PC

4. The Consultant’s Curse
If your only tool is a hammer…
Everything starts to look like a nail!
T
August 2003 Performance Development 4
PC

5. Key Differences
Trainer Perf. Consultant
Focus Learning needs Performance needs
Structured learning Solutions that change
Output
experiences performance
Accountability Training activity Better business results
Participant reaction & Performance change
Measures
learning & ROI
Training needs:
Assessments Performance gaps
knowledge and skills
Relationship to Org Produces measurable
Cost center
Goals results
T
August 2003 Performance Development 5
PC

6. PC as Business Partner
Demonstrate Business Knowledge
Get Involved with Business Issues
Coach the Client
Become a Single Point of Contact
Proactively Identify Opportunities for
Performance Solutions
T
August 2003 Performance Development 6
PC

7. Diagnostic Tools
Performance Analysis Process
Training Needs Analysis: Surveys, Interviews,
Focus Groups, and Observations
Force Field Analysis
Root Cause Analysis (Fishbone)
Climate Surveys
Process Mapping
…and more…
T
August 2003 Performance Development 7
PC

8. Systems Approach
Strategy
Clear Expectations
Feedback Loops
Policies
Business Processes
Training Job Profiles/Fit
Org Structure
Tools/Technology
Competencies
Reward Systems
Environment/Culture
T
August 2003 Performance Development 8
PC

9. Expanded Solutions
Strategic Planning
Expectations/Feedback
Selection Process
Training
Compensation/Incentives
Process Redesign
…and more…
T
August 2003 Performance Development 9
PC

10. So Now What?
Subtitled…
“Meanwhile, back at the ranch…”
T
August 2003 Performance Development 10
PC

11. Monday, Monday
Never try to eat an elephant in one bite
Focus on step one:
 Over-define the problem
 Document everything
Problem-solve to the edge of your
comfort zone
Bring in reinforcements as needed; but
remain the contact point
T
August 2003 Performance Development 11
PC

12. That’s it from me
Now it’s your turn…