William J. Rothwell, Ph.D., SPHR, SHRM-SCP, CPLP Fellow, is a Professor on the University Park campus of the Pennsylvania State University. He heads up a graduate program in organization development. He is also President of Rothwell & Associations, Inc. and LLC, two consulting firms.

Carolyn K. Hohne is a performance improvement consultant with over 27 years' experience in the field of human performance improvement. As President of Hohne Consulting, LLC, she collaboratively works with clients to improve business results through people by identifying the workforce implications of their business strategies.

Stephen B. King has held a variety of leadership and executive roles in organizations including Worthington Industries, Management Concepts, Constellation Energy, and most recently Allstate Insurance as Vice President, Talent & Leadership Effectiveness where he had responsibility for Enterprise Learning, Talent and Succession Management, Performance Management, Leadership Development, and Energy for Life.

List of figures
Preface
Acknowledgments
Introduction

1 Laying the foundation

2 The role of analyst

3 The role of intervention specialist

4 The role of change manager

5 The role of evaluator

6 Trends and their implications for HPI

7 Transforming the training department into an HPI function

8 Building your competence as an HPI practitioner

9 From theory to practice: real-world HPI projects

Appendix I: Reengineering the training department assessment instrument

Appendix II: Determining your optimum pathway to development

Index
About the authors