For anyone interested in Performance Consulting especially if you have attended one of Nigel Harrison's workshops, are practising and prepared to share lessonss so we can all improve
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  • Building the influence of your L&D team
    Some ideas

    1. Identify your key stakeholders
    2. Stop all L&D provision
    3. Allocate an L&D "consultant"/ Account Manager to each stakeholder
    4. They go and talk to each key stakeholder about what their business objectives and quantify the performance gaps they have
    5. Identify L&D solutions that contribute to closing these gaps
    6. Re-start/start only the L&D solutions that have a defined business value
    7. Stop any L&D marketing, market all L&D solutions via the business sponsor as part of quantified performance improvement sponsored by the business
  • Argyris say one of the key things about a consultant is to be authentic. I tink this links into your personal power and credibility. I recently met some HR conultants under enourmous pressure "just to deliver" this robbed them of their power to challenge. They started to think like "order takers" even before they entered the meeting. In the meeting they were bullied and they reacted in a non-authentic way, just trying to please their more powerful bosses instead of authentically challenging the assumptions about solutions. Perhaps its just me, is this sort of thing prevalent in organisation?
  • Hi Andy, I know this is not quantifying the gap but one tactic is to quatify the cost of the origional solutionering for example, a recent bank client thought he wanted a 2 day workshop for 900 staff this would have cost 1800 days in lost opportunity cost x £300/day = £540,000 + the cost of the training. He had not thought of it like that. Another thing is that performence gaps do not have to be true - I asked him what he thought the cost of doing nothing was and he thought his business results could suffer by 10% so we went along with that as the gap. (I asked him what 10% was worth to him and wrote it down.)
  • Hi Nigel. Thanks for the invite and I'm happy to share (obviously). 1st Challenge for us all to think about is this:

    Working out the cost of the gap is powerful, but a load of people I've talked to (myself included) still struggle to quantify that cost in certain environments and at lower levels.

    So for a salesman, or a more senior manager it's relatively simple. But for a lower down project manager it becomes more tricky. I think this would be a great place to share best practice and things that have worked.

    Set you up now Nigel - off you go :-)
  • In Josh Bersin's session he mentioned some research that one of the to five factors in high performing organsiations (in the US) was adopting performance consulting? I only know of about six organisations in the UK who have adopted the approach. I thought we could set up a group to share ideas, successes and setbacks? Anyone want to join?
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Are there any Performance Consultants out there?

At the confernece Josh Bersin said one on the top five indicators of a high performing organisation (in the US) was that they had Performance Consultants.  The only onganisation that I know who has Performance Consultants as a role is the Police.  All my other clients have L&D Managers/Consultants and Business Partners (often ex Personnel experts with a name change) trying to use a pefoemece consulting approach.  My point is that it is diffucult to ask those supporting/challenging questions…

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