TRANSITION TO PERFORMANCE CONSULTING
THREE-DAY CERTIFICATE WORKSHOP
Transition from a
traditional approach to training to a performance consulting approach.
Partner with business units to identify client needs. Use a variety of
consulting roles appropriately. Use an 8-step internal consulting
approach to managing the training function. Use a case study to apply
consulting tools.
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When we come on site,
we customize our workshops in two ways.
First, we customize
the workshop content to meet your instructional objectives.
Second, we customize the examples in the exercises to make
them specific to the services you provide.
There is no charge for
this level of customization.
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WORKSHOP CONTENT
Review workshop
content and objectives
Inventory your skills
Set personal
objectives for this session
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Course
Methods:
After completing an opening
activity and personal inventory, participants identify
personal objectives and share them in the large group.
Expectations are clarified and set for the workshop.
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Unit 1: Performance Consultant's Role
Describe what
performance consulting is
Determine benefits of
performance consulting
Review a consulting
continuum, enhanced roles for the trainer
Complete a performance
consulting skills inventory
Compare trainer vs.
consultant vs. change agent
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Course
Methods:
A
consulting approach is offered as a way to maintain a
healthy life cycle for a training department. A case study
is used to clarify the range of roles trainers play in
organizations and to surface the definition of a true
'client'. Participants compare traditional training and
performance consulting approaches and identify and the
benefits of a performance consulting approach in their
organizations. Following completion of an inventory,
participants bring the consulting roles to life through a
case study and identify criteria for selecting the most
appropriate role in a given situation.
Key
internal consulting skills are assessed by participants
using a gap analysis. Participants identify their role as
trainer, consultant or change agent individually in a
comparison activity.
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Unit 2: Performance Consulting Process
Identify changes to
anticipate with the transition
Transition to
Performance Consulting
Define the eight-step
consulting process
Describe how to
contract for results
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Course
Methods:
A case
study is used to illustrate the benefits of using a
consulting process. The eight-step consulting process is
then reviewed in a participative lecture. Participants
begin to apply the process to a case study.
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Unit 3: Diagnosing Performance Problems
Sort training and
non-training issues with performance analysis
Review other barriers
impacting performance
Conduct goal analysis
Develop a performance
plan: overview and example
Use a performance plan
checklist
Determine how to
include management in analysis
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Course
Methods:
Participants examine formal and informal tools to help
diagnose problems through examples, exercises and case
studies.
Participants explore characteristics of a performance
improvement plan through interactive discussion,
identification of key criteria and examination of examples.
They apply additional information to an earlier case study
scenario to suggest additions to a Performance Improvement
Plan.
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Unit 4: Working With Line Management
Build credibility and
increase your influence
Check your influencing
style, Consulting Incidents Inventory
Identify how to be
responsive to the organization's needs
Develop partnerships
with line managers
Determine steps to
increase leverage with others
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Course
Methods:
Following an inventory to identify their use of influencing
styles, participants consider which style is appropriate in
given scenario situations. Steps and skills for increasing
influence with key managers are reviewed and practiced in
exercises and case studies.
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Unit 5: Face-to-Face Skills
Practice putting the
8-step consulting skills process in action
Determine how to
conduct client interviews:
o
I: assessment
interview
o
II: benchmarking
interview
Define how to conduct
feedback meetings and gain agreement
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Course
Methods:
Participants critique sample assessment and benchmarking
interviews through video review and case study analysis and
identify essential elements for the beginning, middle and
end of each type of interview. Techniques for successfully
presenting the data in a feedback meeting are identified
through discussion and small group activity.
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Unit 6: Strategic Planning for
Performance Consultants
Put the plan together
Determine how to
market performance consulting services to prospective
clients
Demonstrate Level 3
and 4 evaluation of performance consulting
Complete a Strategic
Planning Case Study
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Course
Methods:
A
strategic planning case study is used to illustrate how to
market performance consulting services. Participants
explore essential tactics for marketing consulting services
and communicating both level 3 and 4 evaluation data to
prospective clients through small group exercises, examples,
checklists, and interactive discussion.
Examples and templates
for cost-benefit analysis and are explored and a brief
activity to identify hard-number indicators of performance
completed. Participants then complete their own example and
plan how they will show the value of their consulting
services.
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Unit 7: Implementing Performance
Consulting
Identify strategies
and tactics
Complete a performance
consulting summary inventory
Summarize and complete
your action plan
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Course
Methods:
Strategies
and tactics for implementing a consulting approach are
shared and expanded upon by participants. Participants
re-visit the consulting skills inventory as a post training
self-assessment. The consulting project requirements are
reviewed and logistics confirmed for finalizing the
certificate requirements.
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WORKSHOP OBJECTIVES:
By the end of the
three day workshop, as a participant you will be able to:
Determine how
successful performance consultants operate.
Identify 8 steps in
the consulting process.
Practice ways to
anticipate the changing training needs in your organization.
Describe 4 types of
performance consulting skills needed to be successful.
Contract for results,
not just training activities.
Distinguish between
the roles of the performance consultant, trainer and
change agent.
Identify ten essential
elements of a performance plan.
Practice how to gain
management's commitment to performance consulting.
Use a 16-step plan to
build alliances with line managers.
Identify how to
influence line managers.
Build a performance
consulting plan and gain management's agreement.
Market performance
consulting services to prospective clients.
Use appropriate tools
to measure the use and results of performance
consulting.
Apply lessons learned
from other organizations that have transitioned
from traditional training to performance consulting.
Determine what needs
to be done to continue the transition from traditional
training activities to performance consulting.
PERFORMANCE CONSULTING
CERTIFICATION PROJECT
Each participant who
wants to earn "Performance Consulting Certification”is required to
complete a project within two months from the end of the three-day
workshop. A project description is submitted to the instructor using a
specific format. A teleconference call (in groups of 6 participants,
allowing about 20 minutes per participant) is used to complete the
debriefing of the projects reported by the participants.
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2 CEUs (20 Contact
Hours) |
