Chapter One
Introduction: How Does the Book Work?
In this chapter and in
Chapters Two and Three, I define performance
analysis and explain why, why now, why you, and why so quickly. I
provide the performance analysis basics, along with examples, job
aids, and templates.
Chapter Four focuses on
handling typical situations, such as a request for support in the
introduction of new software or the need to plan to ensure that
engineers' skills remain contemporary. The chapter highlights four
kinds of requirements: (1) a rollout of a new system, approach, or
perspective; (2) a problem with performance or results; (3)
development for a particular group of people; and (4) strategic
planning. We will look at strategies for carrying out performance
analysis that are linked to these quintessential requests for
assistance.
Chapter Five highlights
speed. It describes strategies for putting the pedal to the metal
and reviews ways of capturing useful data without large numbers of
sources or lengthy processes.
Chapter Six acknowledges
that performance analysis is a planning process with two primary
purposes. The first is to figure out what needs to be done to
serve the client and organization. The second is to establish
relationships in the organization and readiness for subsequent
interventions. In this chapter, while reviewing interviews, focus
groups, observation, and surveys as methods for performance
analysis, we concentrate on the perspectives of executives,
managers, employees, experts, and solution partners during
analysis.
Chapter Seven looks at
technology and analysis. This chapter describes how people are
beginning to use technologies both to gather and to analyze data
and offers suggestions to increase electronic participation. It
discusses technology basics, such as e-mail interviews, and
extends to more exotic possibilities, such as Web-based
focus groups.
Chapter Eight describes
ways to present the results of your performance analyses and
includes examples of both a performance analysis report and a
briefing for a group of executives. This chapter discusses the
challenges related to influencing others and presents touchstones
for turning analysis efforts into action in the
organization.
In Chapter Nine, five
people tell about their experiences with analysis. A variety of
professionals describe what happened, why they think it happened,
and what they'd do differently if they had it to do over again.
Their experiences take us to foreign countries, into elementary
school classrooms, and to the worlds of finance, fish,
franchising, technology innovation, and consulting.
Chapter Ten describes
trends in our business and how they relate to performance
analysis. A glossary and a source and reference listing are at the
end of the book.
This is a handbook, with the
following characteristics:
It's handy. The book is meant
to be easy to use. It responds to the needs of two kinds of people:
those who want to do performance analyses and those who don't yet
want to but might, given good tools and reasons. The book is oriented
to your challenges, questions, successes, and concerns.
It's functional. If you want
to know where to start on a performance analysis, the options are
here. If you want a sample executive interview for a technology
rollout, you can find one to tailor to your situation. If you are
confronting resistance from experts, you'll find an example here
that's similar to what you're experiencing and suggestions for how to
respond.
It's chock full of practical
stuff. There are many examples, charts, anecdotes, and quotes.
Job aids are everywhere. There are also exceptions and irreverent
commentary.
It includes the voice of the
customer. Sprinkled throughout the book are typical conversations
and anecdotes. There are dialogues between trainers, performance
analysts, customers, and experts. They provide a quick way to witness
and thus prepare for the perspectives of others and for what you have
confronted or will confront when you plan.
It's stripped down. I've
vacuumed out nonessential details. I've eliminated introductions and
foundational materials. Unfortunately, this means I've pulled out
many references. I apologize to the wise people whose thinking has
influenced this book (such as Joe Harless, Robert Mager, Peter Pipe,
Tom Gilbert, Geary Rummler, Marc Rosenberg, Ruth Clark, Ron Zemke,
and many others) for not making the frequent allusions to their
contributions that I've offered in earlier writings. My purpose here
is to make it easier for human resources professionals to get their
jobs done--to get to the heart of the matter, as Robert Mager put it
(1970). The references that are included are meant to provide more
perspectives and examples, not historical underpinnings.
It's relevant. We'll visit
computer companies, banks, oceans, and government agencies. We'll
talk about sales, diversity, teams, software, and management
development in this country and others. We'll talk about the
implications of global settings for analysis. Examples and dialogues
come from real projects in real organizations, and, where possible, I
will identify the company or agency. Often, I'll take experiences and
combine and even exaggerate them to illustrate points. Given the
choice of several examples or quotes, I'll pick the more
irreverent.
It's fun. Well, maybe
fun is too strong a word, but it is lighthearted. I'll write
as I would talk to you, as if we were sitting in your office
together, chatting about a project, looking at work products,
planning interactions with an executive, considering the reactions of
managers or job incumbents, wondering if we can make a case based on
talking to seven people instead of seventy.
Performance analysis is your
interface with the organization. It's the systematic way that
performance professionals understand opportunities and problems and
extend themselves into the organization and the field. It's
relationships, questions, data, dissection, conversation, synthesis,
collaboration, and marketing. It's a systematic strategy for figuring
out what to do in a speedy fashion. It's an essential tool for coping
and thriving now.
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