How to Transition From Training to Performance Consulting

These workshops provide an in-depth approach for transitioning your training department to a performance consulting department. The program consists of three two-day workshops with enough time between sessions to try out the skills you’ve learned in the real world.

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Description
These workshops begin by distinguishing the common characteristics and approaches of a training organization with those of a true performance consulting organization. The critical skills required of a performance consultant are identified and practices, including performance analysis, gap analysis, consulting approaches, intervention selection, implementation and evaluation.

Sufficient time is provided between each two-day session for participants to reflect on their learning and to apply the newly-learned approaches to their work environment. Each subsequent session begins with a discussion of what worked-what didn’t and how we should address the challenges we faced while taking advantages of the positive outcomes.

 

Objectives

• Identify the differences between a training function and a performance consulting function

• Identify the key consulting skills required to become a successful performance consulting 

• Identify the steps in conducting a performance analysis

• Identify the steps in conducting a performance gap analysis 

• Identify actions for successfully managing organizational change 

• Learn a comprehensive performance consulting model 

• Develop an approach for evaluating performance interventions (particularly organizational impact)

• Learn how to conduct a stakeholder analysis

• Develop applications for the concept of “organizational alignment”

• Develop a draft of an action plan for making the training-to-performance consulting transition

 

Session One (two days)

• Defining performance consulting 

• The marriage of instructional design and performance consulting 

• Conducting a performance gap analysis 

• Core competencies of a performance consultant

• How performance consultants work with their clients

• Analyzing your organization for performance improvement opportunities

• Introducing our performance consulting model 

• Performance interventions (training and non-training) 

• Change management and the transition to performance consulting

• Between-session work assignment

 

Session Two (two days)

• Review of between-session work assignment – lessons learned

• Principles of human performance improvement

• Conducting a front-end analysis 

• Approaches to identifying and influencing human performance variables

• Separating symptoms from causes

• Between-session work assignment

 

Session Three (two days)

• Review of between-session work assignment – lessons learned

• How to conduct a stakeholder analysis

• How to develop powerful job aids

• Approaches to evaluating performance improvement interventions

• How performance consulting supports organizational alignment 

• Evaluating transfer and impact on the business 

• Developing a detailed plan for implementing performance consulting in your organization