Human Performance Improvement

Preface
Introduction
Acknowledgements
Additions to current chapters for new edition
Part I Laying the Foundation
Chapter One What is Performance, and What is Human Performance Improvement (HPI)?
• New Thinking About HPI
• Certification and Certificate Programs in HPI
• The Role of the Line Manager in HPI
Part II The Roles of the Human Performance Improvement (HPI) Practitioner
Chapter Two The Role of Analyst
• New Case study
• The Role of the LineManager as Analyst
Chapter Three The Role of the Intervention Specialist
• Intervention Selection as Part of an Enterprise Learning Strategy
• The Role of the Line (Operating) Manager as Intervention Specialist
Chapter Four The Role of Change Manager
• The Relationship Between the Performance Consultant and the Organization Development Consultant
• The Role of the Line (Operating) Manager as Change Manager
Chapter Five The Role of Evaluator
• New Thinking About Evaluation and What It Means to HPI
• The Role of the Line Manager as Evaluator
Part III Making the Transition to HPI
Chapter Six Trends and Their Implications for HPI
Chapter Seven Transforming the Training Department into an HPI Function
• Case Studies in HPI
Chapter Eight Building Your Competence as an HPI Practitioner
Appendix I Questions and Answers about Human Performance Improvement
Appendix II The Reengineering the Training Department Assessment Instrument
Appendix III Determining Your Optimum Pathway to Development
Appendix IV Human Performance Improvement Resource Guide
• Using the Resource Guide
• Section One: Graduate Degree Programs
• Section Two: Comprehensive HPI Resources
• Section Three: Competency Development Resources
About the Authors
Index