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Judy Hale Interview  -  October 8, 2008, 1:30 pm Conversations on HPT Webcast

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Guest:

Dr. Judith Hale
Hale Associates


Judith A. Hale, Ph.D., CPT, is the author of Outsourcing Training and Development (2006), the Performance Consultant’s Fieldbook: tools and techniques for improving organizations and people, 2nd Ed (2007), Performance-based Management: what every manager should do to get results (2003), Performance-Based Evaluation: tools and techniques for measuring the impact of training (2002), and Performance-Based Certification: how to design a valid, defensible, cost-effective program (2000). She is a contributing author to the Handbook of Performance Technology, 3rd edition (2006). She has dedicated her professional career to helping management develop effective and practical ways to improve individual and organizational performance. She is known for making sense out of confusion and helping others stay focused on what matters. She is able to explain complex ideas so people understand their relevance and how to apply them. Judith was awarded a B.A. from Ohio State University, a M.A. from Miami University, and a Ph.D. from Purdue University.

Hosts:

[ Elliott McClelland]

Elliott McClelland
Communication Specialist
School of Information Science and Learning Technologies



[Dr. John Wedman]

Dr. John Wedman
Director, School of Information Science & Learning Technologies
University of Missouri-Columbia








Summary:

Hosts John Wedman and Elliott McClelland interview Dr. Judy Hale, from Hale Associates, on the topic of her chapter, outsourcing. Outsourcing is a strategy for optimizing resources. This chapter discusses the pros and cons of using external resources (outsourcing) compared to developing internal capability. Outsourcing should force organizations to debate the issues related to investing in internal capability versus buying external capability. Outsourcing can be a quick fix to short term resource capacity demands; however, making it a long term strategy requires weighting the risks of relying on external specialists. The risks of specific note are loss of intelligence about ones own products, processes, andcustomers. Also, outsourcing requires skills in vendor management.

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