Scope of Work:

The implications of deregulation in the gas industry prompted Columbia Gas to embark on a major restructuring and downsizing. The resulting challenge for the Training Department, a traditional and centralized training function, was that it would be "reengineered" to become part of a Human Resources Shared Services Center. Training was being decentralized across the geographically dispersed divisions and trainers were being asked to take on more of a generalist role. They would be expected to consult with their customers and to assist them in identifying problems and solutions, solutions that may or not involve training. They were charged with assisting in improving performance to meet the new organizational goals and operating requirements.

The manager of the Training Department called Sterling Institute to ask for assistance. His two objectives called for his staff to: 1) develop the concepts and skills of Performance Consulting; and 2) shift the conventional paradigms about training in the organization so that they could successfully market themselves as consultants.