Moving from Knowledge in the Classroom to

What is performance support?
What is in the book?
Is performance support appropriate for my project?
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Is this book for you? It is — if you have thought or said…
  • There's just too much for them to know. There's no way to remember all that.
  • They don't get to do it often enough.
  • The training costs too much, and last time we had trouble getting an instructor.
  • I wish they were better at thinking about this; there's so much to consider.
  • They want advice that is tailored to their situation.
  • We suffer turnover, lots of it. No amount of training is ever sufficient. And truth is we don't want to give them all that training, since they depart swiftly.
  • Oh, they were trained, but we can't see that it's made much difference. We want to extend those lessons into the workplace.
  • Sure, headquarters has produced web sites about it, but they can't keep track of all of that information on so many sites.
  • If they make a mistake here, we could all be toast. They must get it right. Our bottom line is at stake.
  • If they make a mistake here, we could all be toast. They must get it right. Lives are at stake.
  • They have gotten pretty smart about it, but we keep changing the specifications and prices.
  • We want absolutely no wiggle room in how they do it. It has to be consistent across the globe.

Sound familiar? If so, please take a closer look at what we do in ten targeted chapters:

Chapter 1: Introduction
Here you are introduced to job aids and performance support. What are they and what are they not? How are they linked to each other and to instruction?
Chapter 2: The When and Where of Performance Support
When would you use performance support? When might you look in a different direction?
Chapter 3: Performance Support Yesterday and Today
Welcome to the era of convergence!
Chapter 3 is the WHY chapter. Why is this happening? Where does performance support come from? On demand? Convergence? What are they all about? What about job aids? What are the roots of these embedded approaches? Why is there interest in performance support? Why now? How does performance support fit the ways that organizations and individuals are attempting to achieve their goals?
Chapter 4: Planner and Sidekick Performance Support
This chapter presents two kinds of performance support, Planners and Sidekicks. Through examples from everyday life - pizza delivery and directions to a destination - we look at integration and tailoring in performance support.
Chapter 5: Examples of Planner Performance Support
Here we examine performance support in action for one of kind of performance support, Planners. Planners support performance just before or after the challenge. This chapter presents five Planners, seeking lessons from use in real organizations. Among other examples, read all about a calculator for safety professionals, a rubric for teachers, and an electronic dashboard for chief learning officers.
Chapter 6: Examples of Sidekick Performance Support
Sidekicks coax, remind, direct, and inform about what to do at the time of need.
Here we examine sidekick performance support. Defined by their integration into the work, in chapter 6 read all about sidekicks at work at a carwash, the Library of Congress, and on the football field.
Chapter 7: Getting Started with Performance Support
If you are eager to go forward with performance support in your setting, this chapter is for you. How do you create useful performance support in your organization? Read about formats, media, technology, and software. What vendors are out there and how do you make good outsourcing decisions?
Chapter 8: The Elements of Effective Performance Support
What is the essence of effective performance support? In this chapter, we present eight attributes of effective performance support. Through the example of one company, IBM, see how they support sellers and leaders through on-demand resources.
Chapter 9: Strategies for Implementation
How do you fertilize the environment for performance support?
Chapter 9 is about implementation. What is the role of the sponsor? What can people and units do to increase the likelihood of success? Does performance support stand alone or work within a blend?
Chapter 10: Into the Future
This chapter closes the book by looking into the future. How will emergent technologies create new ways to support performance and accomplishment? If there is less training, what approaches and strategies will increase? How does this affect our careers? Are there costs to the shift to performance support?
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