Training can solve only 10 percent of human performance problems. Management action is required to solve 90 percent of people problems.
But few managers and HR practitioners have been trained on effective ways to diagnose problems with human performance, identify root causes of those problems, and select the best approach to address those root causes. This webinar will review ways to do that.
Why you should Attend
How many ways can human performance go wrong in organizational settings? That question is very much like the same question that medical doctors face: how many ways can the human body malfunction? The answer to both questions may not surprise you: the answer to both question is a number so big that it cannot be typed into a calculator except as a power of another number.
Yet few managers-or HR professionals-are trained on how to systematically diagnose problems with human performance and productivity, identify root causes, consider a range of solutions to the problems by addressing the root causes, select the most appropriate solutions, avoid side effects of solutions, and implement/evaluate those solutions effectively. This webinar will examine ways to do that.
Areas Covered in the Session
- What is human performance improvement (HPI) and performance consulting (PC)?
- Why are HPI and PC important?
- What models can guide HPI/PC?
- How can the models be applied?
- How can the models help managers and HR practitioners address problems with human performance?
Who Will Benefit
- HR Managers and Practitioners
- Operating/Line Managers and Supervisors
Dr.William J. Rothwell, Ph.D., SPHR, SHRM-SCP, CPLP Fellow is a Professor of Learning and Performance in the Workforce Education and Development program, Department of Learning and Performance Systems, at The Pennsylvania State University, University Park campus. He is also President of his own consulting firms-Rothwell & Associates, Inc. and Rothwell & Associates, LLC. At Penn State University he heads up a top-ranked graduate program in organization development/change. He has authored, co-authored, edited, or co-edited 300 books, book chapters, and articles-including 111 books. Before arriving at Penn State in 1993, he had nearly 20 years of work experience as a Training Director and HR professional in government and in a multinational business.
As a consultant he has worked with over 50 multinational corporations including Motorola, General Motors, Ford, and many others. He has traveled extensively and has visited China 83 times and Singapore 32 times-among many other international travels.
In 1997 he and his wife founded a small business-a personal care home for the elderly that employed 27 workers. That company was sold in 2017.
He presently has four books in press: Workforce Development: Guidelines for Community College Professionals (Rowman-Littlefield, 2020 in press); Increasing Learning and Development’s Impact Through Accreditation (Palgrave, 2020 in press); Human Resource Essentials (Society for Human Resource Management, 2020 in press); and, Winning the Talent Wars Through Neurodiversity (Taylor & Francis, 2020 in press). His most recent published books include Innovation Leadership (Routledge, 2018), Evaluating Organization Development: How to Ensure and Sustain the Successful Transformation (CRC Press, 2017); Marketing Organization Development Consulting: A How-To Guide for OD Consultants (CRC Press, 2017); Assessment and Diagnosis for Organization Development: Powerful Tools and Perspectives for the OD practitioner (CRC Press, 2017); Organization Development in Practice (ODNetwork, 2016); Practicing Organization Development, 4th ed. (John Wiley, 2015); The Competency Toolkit, 2 vols., 2nd ed. (HRD Press, 2015); Organization Development Fundamentals (ATD, 2015); Effective Succession Planning, 5th ed. (Amacom, 2015), Creating Engaged Employees (ATD, 2014); The Leader's Daily Role in Talent Management Creating Engaged Employees: It’s Worth the Investment (McGraw-Hill, 2014), Optimizing Talent in the Federal Workforce (Management Concepts, 2014), Becoming An Effective Mentoring Leader: Proven Strategies for Building Excellence in Your Organization (McGraw-Hill, 2013), Talent Management: A Step-by-Step Action-Oriented Approach Based on Best Practice (HRD Press, 2012), the edited three-volume Encyclopedia of Human Resource Management (Wiley, 2012), Lean But Agile: Rethink Workforce Planning and Gain a True Competitive Advantage (Amacom, 2012), Invaluable Knowledge: Securing Your Company's Technical Expertise-Recruiting and Retaining Top Talent, Transferring Technical Knowledge, Engaging High Performers (Amacom, 2011), Working Longer (Amacom, 2008), and Cases in Government Succession Planning: Action-Oriented Strategies for Public-Sector Human Capital Management, Workforce Planning, Succession Planning, and Talent Management (HRD Press, 2008).
Dr. Rothwell received his Ph.D. from the University of Illinois at Urbana-Champaign with a specialization in Human Resource Development, his M.A.B.A. in Business Administration with a specialization in Human Resource Management from Sangamon State University (now called the University of Illinois at Springfield), his M.A. in English from the University of Illinois at Urbana-Champaign, and his B.A. with High Honors and Department Honors from Illinois State University in Normal, IL. He holds certifications in HR (SPHR and SHRM-SCP), Corporate Training (CPLP Fellow), Organization Development (RODC), and Life Insurance (the FLMI designation).
He can be reached by email at WJRothwell@yahoo.com or by phone at 814-863-2581. He is at 310B Keller Building, University Park, PA 16803. See his website at www.rothwellandassociates.com, his videos on YouTube, and his wiki site at https://en.wikipedia.org/wiki/William_J._Rothwell