Chapter 38. Making the Transition from a Learning to a Performance Function
Dana Gaines Robinson, James C. Robinson
How do I facilitate the transition of this learning department into one that is focused on performance improvement? This question is being asked by Elizabeth, the newly appointed manager of retail learning and development. The same question is being asked by Randal, a line manager, who has just been appointed director of learning and performance in a financial services organization. Actually, this question is often asked by training and development professionals, performance consultants, performance technologists, and others who have been appointed as managers of the learning function. In this chapter we will answer the question of ...
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