Chapter 1: Approaches to performance improvement -- Performance technology -- Troubleshooting the human performance system -- Training and organization development: separated at birth? -- Tactics to, try land mines to leap when moving training to {uml}peformance focus{uml} -- Reengineering the training department -- How the trainer´s job changes -- A rabble-rousing roundtable -- The systems view of human performance -- Energizing performance at consumers power -- For profit: how to make a training program pay -- Whose objectives are these, anyway? -- Performance engineering: more tan a metaphor, less tan? -- ISD: technology for everyone -- Putting whole-systems thinking into practice -- The triple 7: a model for large-group meetings -- Critical mass models -- The ingredients of good performance -- Performance motivators -- Performance appraisal It´s a crock -- What´s wrong with corporate training? -- What to avoid when shifting from training to performance consulting -- If i were King (reflections on how i´d set up training in my corporation) -- Chapter 2: The internal consultant´s toolkit: Gathering and interpreting data, partnering with line managers, influence skills, training design and evaluation -- Morphing into a 21st century trainer -- As outsourcing continues, you may have to fight for title of ïnternal consultant´ -- The new trainer -- Up close and personal at arm´s length -- The new trainer´s skill checklist -- When trainers should talk themselves out of a job -- Don´t cheat on this self-graded quiz -- Added-value negotianting -- How to figure out what to do -- Front- end analysis -- Ask these 5 questions before your next needs analysis -- How to conduct a real performance audit -- Parallels to the performance audit -- Performance audit tests -- Analyzing organizational performance -- Wasted behavior A. Confession -- Assessing your needs assessment -- Needs analysis: whose problema is this? -- Using needs assessment software How to valídate en assessment tool -- How to use the nominal group technique to assess training needs -- Before objectives: solution statements -- How to conduct a sales performance audit -- The ´count and chart´ approach to task analysis Study organizational performance, too Competency analysis: looking at attitudes and interests as well as technical job skills How to desing the ideal training course The training-waste conspiracy The whens, whys and hows of behavional objectives Writing objectives with style Let´s resolve to write better I don´t teach bahavioral objectives anymore Out of the can: how to customize off-the-shelf training -- Massaging the media -- Management competencies: sofl skills, hard numbers -- Making competencies pay off -- Competencies vs. Accomplishments -- Reproducing star performers -- The case for pre-supervisory training -- How to get the mosto ut of 360º feedback How to choose a feedback instrument -- Checklist for selecting a feedback instrument -- Performance consulting: proving an idea with appeal also has a payoff -- Does your training make a difference? Prove it! -- The 4 levels of evaluation -- How Arthur andersen calculated results -- Levels 3 & 4: Rx for good performance -- Simplifying ROI -- The myth of soft-skills training It´s all about buy-in -- ROI of soft-skills training -- Chapter 3: Busines Issues, politics and trends -- A triner´s guide to bussines problems -- 7 keys to successful change -- Games companies play (and how to stop them) -- The philadelphia story -- Becoming a high-performance leader: some personal observations -- Rethinking the rush to team up -- When is a team its own worst enemy? -- 5 ways to sink self-managed teams -- The bugaboo of team pay -- Making performance appraisal work for teams

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