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…

Offers five performance measurement lessons: (1) focus on the business; (2) build a bridge between line and training; (3) track progress, not proof; (4) know that you are already doing it; and (5) track cause and effect. (JOW)

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)

Describes a program to enhance productivity by helping people build skills in the following work strategies: (1) initiative, (2) networking, (3) self-management, (4) perspective, (5) followership, (6) leadership, (7) teamwork, (8) organizational savvy, and (9) show-and-tell. Includes a star performer quiz and model. (JOW)

Summarizes the results of the American Society for Training and Development Human Resource and Performance Management Survey of 1996 that examined the performance outcomes of downsizing and high performance work systems, explored the relationship between high performance work systems and downsizing, and asked whether some downsizing practices were…

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)

The key to measuring training results is to target them during front-end analysis. Training for results means knowing which performances have to be changed before choosing an intervention. (SK)