ABSTRACT
While Chapter 7 focused on transforming an organization from one that offers
traditional training solutions to one that offers performance improvement
solutions to address organizational problems and opportunities, this chapter
focuses on transforming an individual from a traditional trainer (or other
related role) into a HPI practitioner. This chapter discusses the reasons why
you might consider this expansion of the traditional trainer role. It also
shares true stories of the transitions that others have made from previous
careers to HPI. The chapter then outlines a three-step process for making the
transformation.
