Performance Improvement Flashcards

1
Q

Performance improvement

A

a results-based, systematic process used to:
- identify the model of successful performance
- uncover performance problems
- analyze influences
- select and design actions
- manage workplace solutions
- measure results
- continually improve performance within an organization

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2
Q

open systems theory

A

the view that any organization is a system that absorbs environmental inputs, uses them to transform processes, and expels them as outputs.

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3
Q

What is the overarching goal of human performance improvement (HPI)?

A

helps businesses target superior solutions

a TD professional’s goal is to enhance org and individual performance by aligning efforts to business goals and causing change in areas that will have the greatest benefit

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4
Q

Why is it true that training can’t solve all performance problems?

A

Most performance problems are not caused by a lack of skills or knowledge

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5
Q

What could be causing a performance problem that is not a training problem?

A
  • outdated tools
  • lack of incentives
  • lack of resources
  • poor work environment
  • poor processes
  • lack of information
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6
Q

What are the most common names for performance improvement? (4)

A

human performance improvement (HPI)
human performance technology (HPT)
performance consulting
the performance approach

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7
Q

What are the key goals in a performance improvement process? (5)

A
  • Identify organizational goals incurring performance problems.
  • Define the gap between desired performance and actual performance.
  • Identify the causes of the performance gap.
  • Select appropriate solutions that will address those causes.
    Implement the solutions.
  • Evaluate the results.
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8
Q

What is the connection between performance improvement and org goals?

A

Org goals are the drivers, and performance improvement business analysis determines which performance issues are most important and how to use resources wisely

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9
Q

Performance analysis

A

the process to measure the gap between the actual performance and the desired performance

The performance analysis follows the business analysis

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10
Q

What is the purpose of the business analysis?

A

to define the context in which the performance occurs; it involved collecting information about the organization’s current and potential customers, suppliers, competitors, and regulatory authorities

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11
Q

What is the first step in the performance analysis?

A

identifying key performers, who are important to performance improvement because they consistently produce outcomes with above average results

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12
Q

What is the purpose of observing and interviewing key performers?

A

uncover whether they should add, remove, or change steps in the process
use information others don’t have
create or use their own job aids
have better tools
use a different approach

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13
Q

What are 3 strategies for capturing key performance information during performance analysis?

A

interviewing SMEs
conducting focus groups
observing customers, suppliers, and other performers

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14
Q

What are 3 goals of performance analysis?

A
  • identifying the desired and actual performance levels to calculate the gap
  • understanding the differences between how standard and key performers produce outcomes
  • uncovering potential barriers and enablers of performance
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15
Q

Performance support and performance support systems and tools

A

Few employees can learn all knowledge and skills needed to do their job, and performance support systems and tools provides employees extra support.

Performance support is providing just enough info to complete a task when and where needed.

Embedded within the workflow and designed for use within a specific context, such as a location or role.

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16
Q

5 moments of learning need

A
  1. Apply: when they need to act on what they’ve learned, including remembering what they forgot or adapting to a new situation
  2. Learn new: learn how to do something for the first time
  3. Learn more: expanding what they’ve learned
  4. Solve: when problems arise or things don’t work the way they were supposed to
  5. Change: learn a new way of doing something, requiring changing skills that are deeply ingrained
17
Q

How do PSTs and systems support the 5 moments of learning need?

A

Apply: Giving them instant access to tools tailored to their role that help them get the job done

Fast-paced change requires employees to Learn New and Learn More in real time if they lack the ability to step away from their job for dedicated learning time. PSTs can also be designed to understand what has changed and how it has changed during the Change moment of need.

PSTs can be used to diagnose and Solve problems.

18
Q

Guiding principles for designing PSTs and systems

A
  • think about it from the learner’s perspective
  • consider the physical environment
  • make it easy to access
19
Q

When/how does designing a PST tool/system begin?

A

begins by recognizing the moment of need in the workflow with a rapid job task analysis, which is a systematic approach for identifying what employees need to do at the learning moment

20
Q

How should a TD professional test a PST tool before implementing it?

A

have one of the learners test new performance support tools before distributing them to a wider audience

21
Q

What are the advantages of PSTs?

A

optimizing employee performance on the job (such as increasing efficiency)
reducing the costs associated with on-the-job errors
enabling continuous performance improvement

22
Q

What are examples of non-electronic PSTs?

A

quick reference guides
infographics
job aids
process maps
FAQs
decision trees
checklists

23
Q

What are examples of electronic PSTs?

A

e-learning
mobile apps
learning portals
interactive PDFs
how-to videos
searchable knowledge bases