DANA GAINES ROBINSON is president and founder of the consulting firm Partners in Change, Inc. JAMES C. ROBINSON is chairman of the consulting firm Partners in Change, Inc. Before becoming consultants, both authors managed the training function for major corporations.

• Part One: Moving from Activity Training to Impact Training . 1. The Training-for-Activity Trap. 2. The Training-for-Impact Approach. Part Two: Creating Strategic Partnerships with Management. 3. Identifying Business Needs and Clients. 4. Forming a Collaborative Relationship with Clients. 5. Conducting Initial Project Meetings. Part Three: Diagnosing Organizational Needs and Making TrainingDecisions. 6. Assessing Performance Effectiveness. 7. Analyzing Causes of Performance Gaps. 8. Tabulating, Interpreting, and Reporting Results toClients. Part Four: Building Evaluation and Tracking Systems into TrainingPrograms. 9. Participant Reactions: Going Beyond "Smile Sheets". 10. Participant Learning: Assessing Development of Knowledge andSkills. 11. Behavioral Results: Evaluating Transfer of Learning to theJob. 12. Nonobservable Results: Identifying Changes in Values, Beliefs,and Cognitive Skills. 13. Operational Results: Measuring Impact on the Business. Part Five: Using the Training-for-Impact Approach. 14. How and Where to Begin.

DANA GAINES ROBINSON is president and founder of the consulting firm Partners in Change, Inc. JAMES C. ROBINSON is chairman of the consulting firm Partners in Change, Inc. Before becoming consultants, both authors managed the training function for major corporations.

• Part One: Moving from Activity Training to Impact Training . 1. The Training-for-Activity Trap. 2. The Training-for-Impact Approach. Part Two: Creating Strategic Partnerships with Management. 3. Identifying Business Needs and Clients. 4. Forming a Collaborative Relationship with Clients. 5. Conducting Initial Project Meetings. Part Three: Diagnosing Organizational Needs and Making TrainingDecisions. 6. Assessing Performance Effectiveness. 7. Analyzing Causes of Performance Gaps. 8. Tabulating, Interpreting, and Reporting Results toClients. Part Four: Building Evaluation and Tracking Systems into TrainingPrograms. 9. Participant Reactions: Going Beyond "Smile Sheets". 10. Participant Learning: Assessing Development of Knowledge andSkills. 11. Behavioral Results: Evaluating Transfer of Learning to theJob. 12. Nonobservable Results: Identifying Changes in Values, Beliefs,and Cognitive Skills. 13. Operational Results: Measuring Impact on the Business. Part Five: Using the Training-for-Impact Approach. 14. How and Where to Begin.

DANA GAINES ROBINSON is president and founder of the consulting firm Partners in Change, Inc. JAMES C. ROBINSON is chairman of the consulting firm Partners in Change, Inc. Before becoming consultants, both authors managed the training function for major corporations.

• Part One: Moving from Activity Training to Impact Training . 1. The Training-for-Activity Trap. 2. The Training-for-Impact Approach. Part Two: Creating Strategic Partnerships with Management. 3. Identifying Business Needs and Clients. 4. Forming a Collaborative Relationship with Clients. 5. Conducting Initial Project Meetings. Part Three: Diagnosing Organizational Needs and Making TrainingDecisions. 6. Assessing Performance Effectiveness. 7. Analyzing Causes of Performance Gaps. 8. Tabulating, Interpreting, and Reporting Results toClients. Part Four: Building Evaluation and Tracking Systems into TrainingPrograms. 9. Participant Reactions: Going Beyond "Smile Sheets". 10. Participant Learning: Assessing Development of Knowledge andSkills. 11. Behavioral Results: Evaluating Transfer of Learning to theJob. 12. Nonobservable Results: Identifying Changes in Values, Beliefs,and Cognitive Skills. 13. Operational Results: Measuring Impact on the Business. Part Five: Using the Training-for-Impact Approach. 14. How and Where to Begin.