Offers a four-step approach that highlights the key issues at each stage of the coaching process: (1) contract with the client; (2) observe and assess needs; (3) constructively challenge; and (4) handle resistance. (JOW)

Discusses the lifecycle of an organization from start-up through growth, maturity, decline, and, finally, closing. Suggests strategic performance facilitation as a way to involve workers in the process of collecting information and providing solutions. (JOW)

A performance support system (PSS) uses computers and associated technology to provide the help a performer needs when the performer needs it, and in the format in which it is needed. The goal of PSS is to provide whatever is necessary to generate performance and learning at the moment of need. (Author/JOW)

Lessons learned by two neophyte trainers in a corporate quality improvement program include (1) the importance of team training; (2) training across levels, mixing different departments and responsibilities; and (3) concreteness and small group instruction. (SK)

Argues that objectives are not specific enough for the design and development of performance-improvement activities. Describes the Proforma model, a prescription of the behavior, standards, support, and noise requirements that mirror the action elements of performance at the individual, work-group, business unit, and process levels of an…

Thirteen opinion leaders predict what will help or hinder workers' performance in the future. Ideas include greater investment in human and social capital, education, increased alienation, the Internet, access to information, and technology. (JOW)

Ways to isolate the effect of training on job performance include control groups; trend-line analysis; forecasting; and the input of participants, supervisors, management, customers, and experts. In choosing the appropriate method, consider feasibility, accuracy, credibility, costs, and time. (SK)

New applications of computer-assisted training being developed include telecommunications, artificial intelligence, soft skills training, and performance support systems. Barriers to acceptance are development time, costs, and lack of human contact. (SK)

Discusses the need for trainers to evaluate the training requests they receive to determine whether they are appropriate for the situation. Suggests how trainers can prepare themselves for roles as performance consultants. (JOW)

Tips for working more effectively to improve performance and realize goals include time management, enlightened empowerment, good commitments, selective problem solving, and escalation of critical problems. (JOW)

Behavioral Analysis and Standards for Employees (BASE) is a job analysis process that focuses on employee behavior and the standards and conditions for it. BASE is cost effective and enables participation of stakeholders. (SK)

Managers can foster employee career development by recognizing "coachable moments": when employees demonstrate new interests, seek feedback, experience poor job fit, or are thinking about change. Managers can verbalize support and mobilize employees by suggesting concrete steps. (SK)

Discusses performance-based training and suggests that organizations are focusing on performance and making breakthroughs in terms of competitive advantage. Offers reasons why trainers should focus on performance. (JOW)

Individual development planning, intended to improve job performance, involves identifying what needs to be improved; what is the evidence of this; what root skills need development; how behavior changes will be measured; what ideas/principles lead to successful development; and how these elements form a coherent sequence of actions. (SK)

Explores training transfer issues through the following questions: Why should transfer be measured? When? Who should measure it? How? and Which instructional and performance technology techniques can enhance transfer? (SK)