Performance Improvement

This chapter focuses on six rules and their associated tools, techniques, and tips for measuring the magnitude of problems and the effect of solutions so that the evaluations are more evidence-based, that is, they are based on actual observations or outcomes, not hypothetical events or hearsay. Collectively, the rules, tools, techniques, and tips are meant to support the evaluation of interventions or solutions designed to improve human performance. Rules are prescribed guides for what to do, when, and why. Tools are instruments used in the execution of a task. Techniques are suggestions about how to carry out a task or make better use of a tool usually with the intent of saving time or reducing error. Tips are bits of expert advice intended to make the application of a rule or the use of a tool easier.

This article proposes needed transitions in the field of human performance technology. The following three transitions are discussed: transitioning from training to performance, transitioning from performance to performance system, and transitioning from learning organization to high performance system. A proposed framework that comprises performance, performance system, and high performance system is suggested, along with recommendations for future research about the viability of this framework.

An evaluation system was designed and implemented by a faculty support department to measure the value, identify gaps, and improve the quality of their training at a midsize community college. The Targeted Evaluation Process (Combs & Falletta, 2000) was selected as the evaluation framework because of its applicability to training and nontraining interventions. Gilbert's (2007) Behavior Engineering Model was used to identify possible solutions to post-training performance gaps identified during the evaluation.

Current business and educational environments are mandating the identification, building, and assessment of specific critical competencies for the workforce. However, traditional approaches to competency analysis are often slow, expensive, and backward looking. This article presents several new computer-aided approaches to competency analysis and provides examples of their use, including a detailed case study analyzing curricula and skills for professionals who provide benefits and work incentives planning and assistance to persons with disabilities.

With the meteoric rise of the Internet and e-business, web-based systems for consumers and intranets for internal knowledge management systems are becoming a major focus of software engineers and human performance technologists. Typical compensatory mechanisms for poor system design such as training and human support systems are becoming unacceptable from a business perspective and not even an option for many e-business applications. Therefore the ability to design software systems from a performance-centered viewpoint is becoming even more urgent. Given this situation the major question facing organizations today is not whether to do performance-centered design, but how to get it done. This paper is a follow up to Performance Support Engineering: An Emerging Development Methodology for Enabling Organizational Learning (Raybould 1995). Since that paper was written the body of experience in developing performance-centered systems has grown significantly and considerable progress has been made by practitioners in elaborating the embryonic development methodology outlined in that 1995 paper. This paper summarizes the convergence of thinking among various professional disciplines that has taken place in analysis and design methodologies, and describes seven key elements of the now emerged performance support engineering development methodology. It is envisioned that this process, or processes very similar to this, will be the foundation for designing performance-centered systems at the beginning of the 21st century, whether they be consumer web applications, intranets,

There are three levels of focus for performance improvement interventions: individual, group and organization. In working within these three levels, the performance technologist plays a dual role as both generalist and specialist. To be successful, the performance technologist should be versed in the 20 classes of interventions currently identified and be able to integrate them in a program of interventions tailored to the particular organization concerned. Comparison tables show the increased effectiveness and efficiency of the systemic process over the typical “single intervention at a time” approach. The conclusion lists 10 steps one can take right now to begin mastering multiple interventions.

Marcie Levine is CEO of Survey Connect, the provider of intuitive assessment applications, survey software, and survey services to companies and organizations in support of achievement of their missions and goals. Prior to starting Survey Connect in 1996, Marcie had more than 15 years of experience in human resources, both as a consultant and in several corporate positions. As a human resources consultant in 1994 and 1995, Marcie worked on a variety of client assignments, including the design and implementation of surveys. It was the cumbersome nature of survey administration and analysis that caused her to search for a technological solution and led her to the subsequent founding of Survey Connect. Marcie received her undergraduate degree in Human Resources from the University of Kansas and her MBA from the University of Colorado at Denver. She has published several articles about the survey process in trade magazines including Selling Power and Quirk's Marketing Research Review. Marcie may be reached at mlevine@surveyconnect.com.

Deliberate practice—meaning drill-like practice under the direction of a coach—is key to developing expertise in sports and music. But working professionals and businesspeople typically have no time for practice. We propose deliberate performance as a type of practice that professionals and businesspeople can pursue while they work as a way to accelerate their progression to becoming experts. Four deliberate performance exercises are described: estimation, experimentation, extrapolation, and explanation.

Basic measurements and applications of six selected general but critical operational performance-based indicators—effectiveness, efficiency, productivity, profitability, return on investment, and benefit-cost ratio—are presented. With each measurement, goals and potential impact are explored. Errors, risks, limitations to measurements, and a final check for validity, applicability, accountability, and usability of these measurements are discussed. This article provides a simple, practical guide to performance measurement for organizations and human performance technology practitioners' accountability and continuous improvement.

The balanced scorecard was developed to align business practices with the overall strategy of an organization and to monitor performance. A dashboard is a computer interface designed to receive and manipulate data from the various departments within a company to present comprehensive information to decision makers. The balanced scorecard, when combined with the dashboard, provides a way for organizations to determine strategy and evaluate performance.