Results: How to Assess Performance, Learning, & Perceptions by Richard A Swanson, Elwood F Holton
By Richard A Swanson, Elwood F Holton
Whilst businesses devote assets to education or enforce new regulations, they wish to determine measurable effects. utilizing real-life examples and step by step directions, this consummately useful advisor exhibits human assets execs the right way to quantify results in 3 significant parts: functionality, studying, and perceptions.
Read Online or Download Results: How to Assess Performance, Learning, & Perceptions in Organizations (Publication in the Berrett-Koehler Organizational Performanc) PDF
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Extra info for Results: How to Assess Performance, Learning, & Perceptions in Organizations (Publication in the Berrett-Koehler Organizational Performanc)
Page 33 KEY POINTS TO REMEMBER · Prior to this case, the communication aspect of sales had been thought of as elusive or "soft" in that it was not clear how communication expertise directly affected results. · The new sales communication performance improvement effort, through HRD, was based on a thorough up-front analysis and systematic execution. These features moved the effort from "soft" to "hard'' in terms of gaining results in all three results domains. · The Results Assessment System was able to evaluate and document the extremely positive results from the sales communication effort.
The performance outcome was an actual sale. Remember that the vice president of performance consulting inherited a weak performance driver in the form of a training program in general communication skills. There was no substantial evidence that the training program improved on the performance outcome of sales. Through analysis of the sales situation and the execution of a comprehensive performance improvement effort (not just training), there was confidence that there was a connection between the new performance driversthe sales communication improvement effortsand the performance goal of improved sales.
The HRD process has five phases: analyze, propose, create, implement, and assess. As a systematic process, the five phases connect and build on each other. Even so, there is a special connection between the beginning and end of the processthe analysis and assessment phases. These are the two phases that directly connect to the primary mission and goal of the organization. The analysis phase defines the performance improvement opportunity in the host organization, the intervention, and the expected results (see Swanson, 1996).