Two of today's leading human resource development experts provide how-to strategies for implementing results-oriented training, showing how to develop a collaborative, "client-consultant" relationship with line managers to yield better management support for training efforts. And they tell how to document bottom-line results of training programs and communicate their value to management in cost-benefit terms.
Two of today's leading human resource development experts provide how-to strategies for implementing results-oriented training, showing how to develop a collaborative, "client-consultant" relationship with line managers to yield better management support for training efforts. And they tell how to document bottom-line results of training programs and communicate their value to management in cost-benefit terms.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Dana Gaines Robinson is the founder and former president of Partners in Change, Inc.. Along with James C. Robinson she is the author of multiple books, including Strategic Business Partner. James C. Robinson is the former chairman of Partners in Change, Inc.. Along with Dana Gaines Robinson he are the authors of multiple books, including Strategic Business Partner. Jack J. Phillips is chairman of the ROI Institute. Along with Patricia Pulliam Phillips he is the author of numerous books, including Show Me the Money. Patricia Pulliam Phillips is president and CEO of the ROI Institute. Along with Jack J. Phillips she is the author of numerous books, including Show Me the Money. Dick Handshaw is chairman of Handshaw, Inc., and the author of Training That Delivers Results.
Inhaltsangabe
Part One: Moving from Activity Training to Impact Training . 1. The Training-for-Activity Trap. 2. The Training-for-Impact Approach. Part Two: Creating Strategic Partnerships with Management. 3. Identifying Business Needs and Clients. 4. Forming a Collaborative Relationship with Clients. 5. Conducting Initial Project Meetings. Part Three: Diagnosing Organizational Needs and Making TrainingDecisions. 6. Assessing Performance Effectiveness. 7. Analyzing Causes of Performance Gaps. 8. Tabulating, Interpreting, and Reporting Results toClients. Part Four: Building Evaluation and Tracking Systems into TrainingPrograms. 9. Participant Reactions: Going Beyond "Smile Sheets". 10. Participant Learning: Assessing Development of Knowledge andSkills. 11. Behavioral Results: Evaluating Transfer of Learning to theJob. 12. Nonobservable Results: Identifying Changes in Values, Beliefs,and Cognitive Skills. 13. Operational Results: Measuring Impact on the Business. Part Five: Using the Training-for-Impact Approach. 14. How and Where to Begin.
Part One: Moving from Activity Training to Impact Training . 1. The Training-for-Activity Trap. 2. The Training-for-Impact Approach. Part Two: Creating Strategic Partnerships with Management. 3. Identifying Business Needs and Clients. 4. Forming a Collaborative Relationship with Clients. 5. Conducting Initial Project Meetings. Part Three: Diagnosing Organizational Needs and Making TrainingDecisions. 6. Assessing Performance Effectiveness. 7. Analyzing Causes of Performance Gaps. 8. Tabulating, Interpreting, and Reporting Results toClients. Part Four: Building Evaluation and Tracking Systems into TrainingPrograms. 9. Participant Reactions: Going Beyond "Smile Sheets". 10. Participant Learning: Assessing Development of Knowledge andSkills. 11. Behavioral Results: Evaluating Transfer of Learning to theJob. 12. Nonobservable Results: Identifying Changes in Values, Beliefs,and Cognitive Skills. 13. Operational Results: Measuring Impact on the Business. Part Five: Using the Training-for-Impact Approach. 14. How and Where to Begin.
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