Capability at Work

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Many organisations struggle with poor performance. Despite investing in various learning and development initiatives they seem unable to solve the performance puzzle. They cannot get to the real underlying cause of the lack of performance, and so it continues. Think about it this way - wherever there is poor performance, it is because someone is not capable of doing what needs to be done. Something is stopping them from doing the job in front of them. This book is like a 'Field Guide' that shows you how to operate as a performance consultant, how to identify the root causes of poor performance, and how to collaborate with the operations managers to deal with those root causes. It is clear that the role of Learning and Development is changing. This is both a challenge and an opportunity for L&D practitioners. The opportunity is yours for the taking! ContentsChapter 1 - Survive and thrive with capabilityChapter 2 - Changing your perspectiveChapter 3 - The new role of L&DChapter 4 - The components of capabilityChapter 5 - The performance consultancy processChapter 6 - Stage 1 - Getting the meetingChapter 7 - Stage 2 - What to do in the meetingChapter 8 - Stage 3 - After the meetingChapter 9 - The role of the manager Towards a performance cultureReferencesIndex Amazon provides a print on demand paperback.