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Copy of Performance Consultant Portfolio

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on 7 April 2014

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Transcript of Copy of Performance Consultant Portfolio

Performance Consultant Portfolio
ELFH 671

Tammy Shaeffer Consulting
Why do a Performance Consultant Portfolio?
This portfolio is a visual tool to help document my vision and mission, as well as professional development, experiences, skills and accomplishments. It can also indicate performance standards that are followed and expected of myself and any consultants who work with me, as well as samples of successful projects.

I developed this portfolio as a product of my ELFH 671 course, Performance Improvement, in the Spring of 2014. This course gave me further understanding of Human Performance Technology, the importance of a needs analysis and how to collect and evaluate data to develop possible solutions to improve performance.
What you will find in my portfolio:
My Vision and Mission
An operational definition of a Performance Consultant
Why a Performance Consultant is needed?
How does a Performance Consultant offer help?
Tasks involved in completing a consulting project
Skills needed to complete those tasks
Professional Standards that I have set based on the standards of the International Society for Performance Improvement
A self-assessment of my Personal Power Base
Sample of a Client Confidentiality Statement
Sample of a survey to assess client readiness and maturity
Calculating costs - a formula for valuing my time
An example of a consulting project
Reflection of what I have learned in the ELFH 671 course and as a result of the project example.
Helping clients to be successful by being the best that they can be
Through trust and partnership with clients, I will use creative solutions to help performance reach levels of success through strategic management techniques, quality training development, meaningful performance recognition and confidence.
What is a Performance Consultant?
A Performance Consultant partners with a client to figure out the best solution (or combination of solutions) that will result in successful performance improvement that is in line with your client's goals and long term strategic objectives.
Performance consultants look at the alignment between performance and the end result and determine where the gap exists. They can help conduct a needs analysis to find out where the needs are in order to find solutions to improve performance and help business's reach desired goals and objectives. An outside performance consultant can give an unbiased opinion by gathering relevant data to assess where the problems are.
How does a Performance Consultant offer help?
Let the client know what you can do for them. A Performance Consultant starts at the end rather than the beginning. By looking at the client's desired final objectives a Performance Consultant can help the client improve performance to better achieve these goals. By looking at their whole systematic process, from workers to process to organizational culture, a Performance Consultant will partner with the client to help them achieve desired success.
Tasks involved in a consulting project:
Interview client to find out what their mission and vision is and what their desired goals are
Conduct a needs analysis to find out where the issues are
Gather data both from existing information and from surveys and interviews conducted with employees and supervisors
Analyze data to find solutions to performance issues
Recommend solutions to the cient and give them options and information if recommendations are not followed or if client has objections or shows resistance.
Why a Performance Consultant is Needed
Skills Required to Complete a Consulting Project
Understand the client's expectations and be able to help the client figure out their needs
Have the ability to see the big picture and develop a process to identify the performance issues
Be able to correctly evaluate the data and effectively diagnose the strengths and weaknesses of the organization
Understand economic, competitive, and financial issues of the industry and the organization
Be able to promote your solutions effectively and manage objections or resistance.
Professional competence
- Understand client's expectations and assist them in diagnosing their needs. Do not accept services that you feel cannot be accomplished successfully or with professional competence.
- Inform the client if you have significant reservations or significant findings or events. Inform them of any conflicts of interest at the beginning of the relationship.
Client Understanding
- Have an oral as well as written contract with the client to lay out the details as well as any limitations of the services to be performed. Modify understanding if significant circumstances arise during the process.
- Use professionalism at all times while being able to be professionally manage resistance and objections.
Client Trust
- Have the client's best interests at heart. Deal with them honestly and openly.
Knowledge Base
- Understand and be up-to-date on the financial, competitive, and economic issues of the industry and those of the organization. Be active in identifying new areas of learning about both the industry and human performance.
Data Collection Expertise
- Accurately and efficiently collect data that is relevant to finding and offering solutions and recommendations to the client.
Work from ELFH 671
A Formula for Valuing My Time
Survey to assess client readiness
A self-assessment of my personal power base
Sample of Client Confidentiality Agreement
Survey to assess client readiness
Part 2
Project Sample
In the Development Office at UoL, development officers are given the task to raise money from private sources for the University. Their goals are set using a specific metric that takes into account the number of alums, and giving level of those alums and related businesses, to each academic school. These goals are not being met by most and the turnover rate in this department has been high.
Development officers and their supervisors were interviewed and past and current fund raising dollar reports were analyzed, as well as training and recognition procedures. It was discovered that although many development officers had experience in fund raising prior to coming to the University, they did not possess the confidence or skills needed to raise money in this type of environment or on this larger scale.
Many employees felt that the training process when they started was too brief and additional training or shadowing of the more successful fundraisers would be helpful and give them more confidence in their abilities. Development officers also felt they lacked incentive to bring in “the big bucks”. Their pay is mediocre and more rewards and recognition would make the job more meaningful and satisfying.
The supervisor’s also felt that those hired were not skilled enough to make the goals set for them, but those with the desired skills were hard to find and those that are successful move on to higher paying positions at other schools or organizations. They did not provide frequent feedback to the development officers, and the feedback given was usually more negative. Recognition was not given regularly and bonuses or pay incentives were never given due to the department’s low budget.
This information and other data was analyzed and possible solutions were given to the client. The solutions, if carried out, over several months should show more fund raising goals being met, as well as higher retention rates.
Before my first class in ELFH 671, I would have believed that Performance Consulting was directed at individual workers. I had never heard of the term Human Performance Technology and I did not realize there was such a growing field in the area of Performance Consulting. There is a lot to think about when looking at a client’s performance issues. It is not always as simple as improving or increasing training of individuals or teams. Performance Consultants need to look at the big picture and do a thorough investigation of the entire organization which includes the workers, the workplace, and the organization.
By interviewing an experienced performance consultant and listening to my classmates’ interviews as well, I learned that there are many different models that can be followed and that all have strengths and weaknesses depending on the client and the performance issues you are addressing. These interviews also taught me about the importance of looking at the organizational culture in addition to the workers and workplace, and the benefits of conducting a needs analysis.
The deliverables assigned for this project, as well as those for the HAT project, were very helpful for learning the steps I needed to take, and the order in which I needed to take them, to conduct a systematic approach to both this portfolio and my consulting project.
The survey to assess the client’s readiness and maturity was useful in that in showed me action items that I needed to address in order to complete my HAT project. The client was unclear on a solution to handle the performance gap they needed to address. Many of the supervisors as well as other members of upper management had varying ideas on ways to address the issue, but no one was on the same page. The client was also not aware of the research that was already out there about competence and performance.
The self-assessment of my personal power base showed me that there was strong organizational capacity to make it easier for me to do internal consulting within my own department for my HAT project.

By looking at the big picture and starting with the end result in mind, I was able to development the steps I needed to take to complete the HAT project. By listing the steps I took on deliverable 1 for the PC Portfolio, I was able to describe the skills needed by a Performance Consultant to accomplish these tasks. These skills are important for every Performance Consultant to possess in order to be successful in helping their client close or narrow the performance gaps in their organizations.

After reviewing the performance standards listed by the International Society for Performance Improvement and developing the steps to do my HAT project, I was able to come up with performance standards that I felt were the most important. I feel that abiding by these standards will help me be a more successful consultant and be a better partner with my client.

By creating this portfolio, conducting my own consulting project, and participating in readings and class discussions, I feel that I have a better understanding of performance consulting and human performance technology. The systematic approach I learned for both projects has also helped me with a Program Evaluation I am doing in another course. I feel that this experience will help me be more successful in both the remainder of my master’s program as well as in my future career at UofL.
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