Consultants Dana and James Robinson work with clients to define performance requirements, determine performance gaps and training needs, and ensure that the work environment will support expected performance. Their new book is designed to help organizations move away from focusing on what employees need to learn, to a focus on performance to meet key organizational needs.

Achieve measurable gains! Organizations are spending millions of dollars every year trainingemployees. Yet why are organizations sending their employees totraining? They often don't know. Training is a quick fix; many managers don't believe that it reallyworks. But even if it isn't the appropriate solution to a problem,many organizations automatically implement training for lack of amore reasoned, thoughtful alternative. Here's the approach you've waited for: performance improvement. JimFuller and Jeanne Farrington show you how to achieve measurablegains by implementing this cutting-edge technique at yourorganization. "A practical guide for identifying and eliminating the root causesof business problems. Business leaders and human resourceprofessionals responsible for turning around bottom-line resultswill find From Training to Performance Improvement well worth theread." -- Kathleen Dalton, Procter & Gamble "Clear, concise, and compelling. This book is a great asset forexecutives and management teams who are seeking ways to makechanges that will count." -- James J. Hill, manager of executive education, SunMicrosystems "A must for human resource development professionals and managersinterested in moving their organizations from training to abusiness-goal focused performance improvement system. Fuller andFarrington have 'been there.' They give the reader the benefit oftheir considerable experience on how to guide large and smallorganizations toward a human performance technology strategy.Unique, persuasive, and field-tested." -- Richard E. Clark, professor and director, doctoral program inhuman performance at work, University of Southern California You'll learn how to: * Explain and sell the notion of performance improvement toorganizations * Surmount obstacles that can prevent organizations from achievingtheir full potential * Demonstrate the results of your efforts . . . and muchmore! As director of learning at a Fortune 20 company, where he workedfor eighteen years, Jim Fuller helped to lead his corporation to aperformance breakthrough. In this hands-on resource, Fuller andseasoned consultant Jeanne Farrington show you how to make thistransition at your organization.

This handbook provides an overview of the research on the changing nature of work and workers by marshalling interdisciplinary research to summarize the empirical evidence and provide documentation of what has actually changed. Connections are explored between the changing nature of work and macro-level trends in technological change, income inequality, global labor markets, labor unions, organizational forms, and skill polarization, among others. This edited volume also reviews evidence for changes in workers, including generational change (or lack thereof), that has accumulated across domains. Based on documented changes in work and worker behavior, the handbook derives implications for a range of management functions, such as selection, performance management, leadership, workplace ethics, and employee well-being. This evaluation of the extent of changes and their impact gives guidance on what best practices should be put in place to harness these developments to achieve success.