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Exam Prep > Performance Improvement - Designing and Developing Solutions > Flashcards

Performance Improvement - Designing and Developing Solutions Flashcards

1
Q

What are the 4 key activities that happen during Solution Selection?

A
  • identify primary and secondary performance influences
  • identify barriers and enablers to achieving the desired performance
  • align potential solutions to workplace needs
  • recommend solution set
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2
Q

What are 6 things that must be in place or must have been completed by recommending a solution?

A
  • The data suggest clear recommendations to close the gap.
  • A full range of possible solutions has been considered.
  • The proposed solutions are directly related to the cause of the performance gap.
  • They can determine the costs, timelines, and risks associated with each solution.
  • They know whether the solution can be implemented internally or if external resources will be required.
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3
Q

How can TD professionals identify barriers and enablers to achieving the desired performance?

A

Using Lewin’s force field analysis to identify the forces that maintain the status quo (barriers) and those that support a change (enabling)

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4
Q

Forces that maintain barriers or support change (enabling) are also called what?

A

Restraining and driving forces

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5
Q

After restraining and driving forces are identified, what is the goal for the TD professional?

A

to determine ways to eliminate or weaken the barriers and strengthen or add enabling forces to move from the current state to the desired state

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6
Q

What are the 7 categories of influencers on performance, which are hypothesized and tested during Influence Analysis (before Solution Selection)?

A
  • Workplace and Structure
  • Work Processes
  • Management and Organizational Support
  • Technology and Resources
  • Human Resources and Selection
  • Learning and Development
  • Personal Motivation
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7
Q

What does the influencer of workplace and structure mean?

A

Influences caused by the workplace location and the effectiveness of its structure, including tangible resource factors that are extrinsic to the performer and how conducive the environment is to sustaining high-level performance

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8
Q

The following are examples of which performance Influencer?

  • a work area that is favorable to performing the task with limited distractions
  • a safe workplace that is free of hazards and risks
  • comfortable and ergonomically appropriate location
  • availability and accessibility of tools and equipment
  • how equally the work is distributed
  • collaboration and teamwork
A

Workplace and Structure

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9
Q

The following are potential solutions for which performance Influencer?

  • adjustment of ergonomic and human factors
  • review of the adequacy of equipment, tools, and fixtures
  • culture reshaping
  • performance appraisals
  • safety review
  • teambuilding exercises
  • Resources such as tools, equipment, furniture, hardware and software, temperature, and lighting
A

Workplace and Structure

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10
Q

What does the influencer of work processes mean?

A

These influences focus on the structure and sequence of workflow, including how work gets done, in what order, and who is officially supposed to do it

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11
Q

The following are examples of which performance Influencer?

  • extent to which processes are redundant or complete
  • appropriate sequencing of work processes
  • error-free work compared to rework
  • number of processes that flow through multiple functions
  • how often work is completed on time and to standards
A

Work Processes

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12
Q

The following are potential solutions for which performance Influencer?

  • process redesign
  • job reviews
  • process improvement
  • LEAN Six Sigma efforts
  • flowcharting the process
A

Work Processes

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13
Q

What does the influencer of management and organizational support mean?

A

the willingness and ability for management and organizations to support the workforce

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14
Q

The following are examples of which performance Influencer?

  • alignment of workers and managers to the work that needs to be completed
  • competition for resources among managers
  • availability and access to managers and supervisors
  • presence of external opportunities and threats
  • logical reporting structure and relationships
  • accountability or lack of for results
A

Management and Organizational Support

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15
Q

The following are potential solutions for which performance Influencer?

  • negotiating a solution for the employee and organization
  • involving union representatives
  • reviewing structure and cross-department efficiencies
  • commitment of resources
  • meetings and dialogue
  • conflict management
  • reorganization
A

Management and Organizational Support

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16
Q

What does the influencer of technology and resources mean?

A

the effective distribution, management, and storage of information, including exchange of info between people or machines

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17
Q

What does the influencer of human resources and selection mean?

A

whether the performer is a good fit for the job and the work to be performed, including whether their physical or mental health influence job performance

18
Q

What does the influencer of learning and development mean?

A

whether employees have the knowledge and skills needed to perform their job, including technical and interpersonal skills

19
Q

What does the influencer of personal motivation mean?

A

motivation is intrinsic but may be influenced by the environment; a lack of urgency, importance, or value for the desired behaviors can be negative influencers; personal motivation can be caused by prior experiences or by factors outside workplace, such as personal values or family obligations

20
Q

The following are examples of which performance Influencer?

  • timely receipt, accuracy, and availability of information
  • effective use of technology to manipulate information and data
  • effectiveness of technology and data standards
  • valuing data for its level of volume, velocity, variety, veracity, and value
  • ability to convert data from one system to another
A

Technology and Resources

20
Q

The following are potential solutions for which performance Influencer?

  • knowledge management repositories
  • networks for information
  • automation and computerization
  • physical resource management
  • communication vehicles, such as emails or webinars
  • availability of the data in the appropriate volume, velocity, variety, veracity, and value
A

Technology and Resources

20
Q

The following are examples of which performance Influencer?

  • match of role to employee’s natural strengths
  • level of employee engagement
  • job design and job description clarity
  • hiring evaluation criteria
  • interview process and selection
  • adequacy of onboarding
  • mental and physical health or disabilities
  • substance abuse potential
A

Human Resources and Selection

21
Q

The following are potential solutions for which performance Influencer?

  • reviewing the recruitment and hiring process
  • relocating an employee to a job that is a better match
  • work-life balance
  • employee assistance programs
  • counseling
  • violence prevention
A

Human Resources and Selection

22
Q

The following are examples of which performance Influencer?

  • how well employees know how to perform the task
  • availability and access to quality training
  • accessibility of SMEs and job coaches
  • ease to obtain on-the-job support
  • availability of appropriate task feedback
  • to what extent employees understand the appropriate context
A

Learning and Development

23
Q

The following are potential solutions for which performance Influencer?

  • coaching or mentoring
  • conference attendance
  • electronic performance support systems or job aids
  • on-the-job training or e-learning programs
  • training (for example, case studies, role plays, and experiential activities)
  • self-directed learning such as reading
  • job shadowing
A

Learning and Development

24
Q

The following are examples of which performance Influencer?

  • the meaningfulness of the job
  • level of feedback
  • number of competing or aligned priorities
  • alignment of personal and organizational values
  • appropriate use of rewards and appreciation
  • adequate compensation, benefits, and monetary rewards
A

Personal Motivation

25
Q

The following are potential solutions for which performance Influencer?

  • rewards and recognition
  • compensation systems
  • motivation systems
  • employee surveys
A

Personal Motivation

26
Q

Key considerations when working with partners on solution selection

A
  • help clients approach performance problems by coaching them to define the problem and use a systematic approach
  • involve key stakeholders in every step, especially solution selection
  • through partnership, TD professionals gain credibility needed to agree to solutions that will achieve business results
  • involve stakeholders in discussions around analyzing solutions, especially around costs and expected returns
  • TD professionals should be able to discuss how these factors fit into overall budget for initiative
27
Q

Example of when a TD professional might want to select another solution that would provide better gains/anticipated results

A

When a solution would cost as much to implement as the anticipated effect on the organizational return

28
Q

3 decision-making tools for solution selection

A
  • Multi-voting or nominal group technique
  • Affinity diagrams and interrelationship digraphs
  • Countermeasure matrix
29
Q

Decision-making tools for solution selection:
Multi-voting or nominal group technique

A

a structured method a team can use to brainstorm a wide range of responses to an issue, clarify each response, and rank the responses from most to least important.

The outcome of multivoting is a rank-ordered list of causes or solutions

30
Q

Decision-making tools for solution selection:
Affinity diagrams and interrelationship digraphs

A

useful in selecting performance improvement solutions because they enable stakeholders to see which influences have the greatest effect on business results; allows stakeholders to group like items under broader categories (e.g., group potential solutions under their influencer category)

31
Q

Decision-making tools for solution selection:
Countermeasure matrix

A

identifies appropriate countermeasures for the influences that are causing the issues, in addition to identifying and ranking one to three potential solutions

Identifies and ranks solutions by required actions, cost, time, and anticipated effectiveness for each solution.

This solution is the most analytical - logically rank orders solutions based on estimated inputs for several variables.

32
Q

What should guide a TD professional’s decisions when faced with any ethical dilemmas?

A

their organization’s code of ethics or standards for performance and integrity

33
Q

Ethical issues that may arise during performance improvement

A
  • how to treat sensitive information found during analysis
  • how will management use the information found (e.g., to eliminate jobs?)
  • internal political implications
  • legal implications
34
Q

Steps in a holistic implementation strategy

A
  • obtain stakeholder approval and support
  • align organizational functions to the plan
  • design and test solutions
  • roll it out to the target audience
35
Q

How can a TD professional gauge the success of their performance improvement initiative?

A

Through measurement (assessment, evaluation, and reflection)

36
Q

What questions must be answered at the beginning of the evaluation process?

A
  • What to measure
  • How to measure
  • When to measure (or not to measure)
  • How much to invest in measurement

These questions can be asked during the business analysis, since that is when evaluation begins.

37
Q

When should the evaluation plan collect input?

A

Throughout the process, in order to understand if they are moving in the right direction

38
Q

What knowledge base does a TD professional need for performance evaluation? (6)

A
  • formative and summative evaluation measures
  • measurement processes
  • goal attainment models
  • output models
  • levels of evaluation
  • balanced scorecard approaches

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