| WHAT
IS IN THE BOOK? |
|
|
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? |
|
|
|
