Allison Rossett defines Performance Consulting in her book, First Things Fast, as:
"Partnering with clients and customers to help them define and acheive their goals." She further explains that this involves obtaining several perspectives on the performance problem, determining all drivers of and barriers to effective performance, and proposing a solution system that is based on what has been learned not what has typically been done.
I had the opportunity to study with Allison while obtaining my MA in Educational Technology from San Diego State University. Her main stance was that we were providing business solutions to our clients, and that training isn't a silver bullet. We need to study the performance situation thoroughly and use data to drive our decisions about the need for training and it's subsequent design. We are also expected to design a solution system "the surround" that would ensure learning transfer and improve the performance of both the individual and the organization.
Most credit Thomas Gilbert as being the Father of Performance Consulting. His book entitled, Human Competence, was originally printed in 1978. In it he proposes several theorims and two tools: The Behavior Engineering Model (BEM) and The Performance Matrix. Consultants worldwide reference these tools with respect even as they modify them to fit today's world.
Carl Binder, a student of Thomas', has modified the BEM into what he calls The Six Boxes(TM). Note that each box is numbered and should be considered in sequential order:
1. Expectations and Feedback
2. Tools and Resources
3. Consequences and Incentives
4. Skills and Knowledge
5. Capacity (selection and assignment)
6. Attitude
Allison calls these drivers and barriers. The first three relate to the organization / environment and the last three relate to the individual. Note that the only barrier that can be removed via training is number 4 - Skills and Knowledge. All others require different types of interventions (e.g. improved access to tools, alignment of incentives to performance goals, process redesign).
Unfortunately, many smart people rush to training and neglect the non-training interventions. By doing so, they diminsh the probability that training will improve performance in the long term.
Performance consulting is key if your aim is to link training expenditures to business results.
Do you agree? Do you have an alternate perspective you would like to share? Can you provide an example of when training might be the only intervention required?
( Dawn Papaila is Consultant - Instructional Design, with Tata Interactive Systems )
