Performance Improvement - Theories and Models Flashcards
In HPI, who are the clients?
the goal owners who sponsor a project or who have engaged a TD professional for support, to complete a project, or to improve a performance
In HPI, who are the key performers?
individuals in the target job who consistently produce outcomes with above average results
In HPI, who are the stakeholders?
may be a single person, group, or the organization that has interest in the project and who can influence its success
In HPI, who are the standard performers?
individuals in the target job who are meeting most performance standards
In HPI, what is the target job?
the specific job the performance improvement project or effort is focused on
What are the 3 fundamental principles shared by all performance improvement models?
- Use of a Results-Based, Systematic Approach
- Focus on Outcomes Rather Than Behavior
- Organizations Are Systems
Principle 1. Use of a Results-Based, Systematic Approach
What are the 3 options for responding to client request?
- Wants-based approach
- Needs-based approach: a performance improvement solution that is implemented for employees who show a documented performance gap.
- Results-based approach: driven by a business need and a performance need and must also be justified by the results of the cause analysis
Don’t assume the client has correctly identified the problem; instead, identify a measurable performance gap and connect it to an org goal
Principle 2. Focus on Outcomes Rather Than Behavior
What are outcomes and behaviors?
Outcomes refers to the specific outputs individuals are asked to achieve.
Behavior refers to the ways in which people perform tasks leading to outcomes.
Principle 2. Focus on Outcomes Rather Than Behavior
Why is it better to focus on the outcome rather than the behavior?
Outcomes are easier to detect and measure because many behaviors are not visible, such as planning
Focusing first on the desired end state before looking at the behaviors necessary to reach that performance is most logical
Principle 3. Organizations Are Systems
What is compensating feedback?
The harder you push [on the system], the harder the system pushes back.
Compensating feedback is when well-intentioned interventions (solutions) call forth responses from the system that offset the benefits of the solution (e.g., a smoker trying to quit only to gain weight and low self-esteem; a third world country where humanitarian assistance provides food, which lowers malnutrition deaths, increases population growth, and leads to increased malnutrition; a team tries to implement a new system quickly to save money but the speed causes new functionality to be overlooked)
Predicting the impact of one performance solution to other parts of the system is difficult
What are the 5 sequential process steps in ATD’s HPI Model? What are the 2 steps that occur throughout the entire cycle?
- Business Analysis
- Performance and Key Performer Analysis
- Influence Analysis
- Solution Selection
- Solution and Planning Implementation
- Evaluation and Results
- Manage Change Influences
ATD’s HPI Model: Business Analysis
What takes place during this step?
examine the factors affecting the organization’s strategic imperative and goals and outcomes related to the performance problem
This step ensures that necessary resources and stakeholders are identified and potential issues and risks are recorded
Though this takes place first, TD professionals must remember they should have an ongoing understanding of their organization’s business aspects, including the processes, operations, goals, external influences, products, and services
ATD’s HPI Model: Business Analysis
Why is this step so important?
- to produce measurable, time-bound, outcome-focused goals that are the prime targets for the organization or business unit
- to identify why the goal is a priority and what its relationship is to other organizational goals
ATD’s HPI Model: Which is the most important step in the model?
Business Analysis
ATD’s HPI Model: Performance and Key Performer Analysis
What is the goal of this step?
identifies and clarifies the problem or performance gap by focusing on three areas: desired performance state, actual performance state, and the gap between the two
The purpose of this analysis is not to identify problems, but rather to identify factors in the environment that both support and hinder performance
ATD’s HPI Model: Influence Analysis
What is the goal of this stage?
To identify the root cause for the lack of performance results
Identify factors contributing to the performance gap
Answer the question, “Why does the performance gap exist?”
ATD’s HPI Model: Solution Selection
What is the goal of this stage?
TD professionals recommend performance improvement solutions to the client, providing information about their features, benefits, and advantages to enable the client to select solutions that have the desired business effect.
It’s easier to pick a solution if the analysis is thorough and complete.
ATD’s HPI Model: Solution Planning and Implementation
What are key considerations during this stage?
available resources, sequencing, timing, and other factors
ATD’s HPI Model: Evaluation and Results
When does this stage begin?
Appears to be the last stage but it begins with Business Analysis
ATD’s HPI Model: Evaluation and Results
What does formative and summative evaluation look like at this stage?
Formative evaluation in performance improvement measures the progress throughout the HPI model, such as a client’s expectations, whether the key influencer has been identified, or the use of subject matter experts.
A summative evaluation determines how the solution affected the organization.
ATD’s HPI Model: Manage Change Influences
Why does this stage surround the entire model?
Starting with the first step, TD professionals cause change within the organization. TD professionals must manage the change to ensure success.
ATD’s HPI Model: During which stage are the goals, roles, and project details detemined?
Business Analysis
ATD’s HPI Model: During which stage are the key work processes and tasks identified?
Performance and Key Performer Analysis
ATD’s HPI Model: During which stage are workplace and structure, work processes, and technology and resources tested?
Influence Analysis
ATD’s HPI Model: During which stage are organizational, managerial, and key performer outcomes identified?
Performance and Key Performer Analysis
ATD’s HPI Model: During which stage are management and org support, human resources and selection, L&D, and personal motivation tested?
Influence Analysis
ATD’s HPI Model: During which stage do you determine who, how, and what will be measured?
Business Analysis
ATD’s HPI Model: During which stage do you gain management commitment?
Business Analysis
ATD’s HPI Model: During which stage are structured observations conducted in order to identify information/decision points/critical performance insights?
Performance and Key Performer Analysis
ATD’s HPI Model: During which stage do you identify primary and secondary influences on performance?
Solution Selection
ATD’s HPI Model: During which stage do you create a holistic implementation strategy?
Solution Planning and Implementation
ATD’s HPI Model: During which stage do you design, develop, test, implement, and track results for solutions?
Solution Planning and Implementation
ATD’s HPI Model: During which stage do you identify barriers and enablers to desired performance?
Solution Selection
ATD’s HPI Model: During which stage do you elicit feedback?
Evaluation and Results
ATD’s HPI Model: During which stage do you make continuous improvements?
Evaluation and Results
ATD’s HPI Model: During which stage do you align org functions to the plan and obtain stakeholder approval?
Solution Planning and Implementation
ATD’s HPI Model: During which stage do you align solutions to specific performance needs of workplace?
Solution Selection
ATD’s HPI Model: During which stage do you evaluate actual vs. desired performance?
Evaluation and Results
Gilbert’s Behavior Engineering Model
identifies six major sets of factors that can either hinder or facilitate workplace performance
What are the 6 factors in Gilbert’s Behavior Engineering Model, and how are they divided?
3 Environmental (outside individual performer’s control): Information, Resources, Incentives/Consequences
3 Individual factors: Knowledge and Skills, Capacity, Motivation
Rummler-Brache’s Nine Box Model
Defines 3 performance levels and 3 performance needs; a failure at any level will prevent optimal performance
Rummler-Brache’s Nine Box Model: What are the 3 performance needs?
Goals, Design, Management
Rummler-Brache’s Nine Box Model: What are the 3 performance levels?
Job/Performer, Process, Organizational
Harless’s Front-End Analysis Model: What is it and what are the steps (4)?
a diagnostic model designed to identify the cause of a performance problem through 3 forms of analysis: business, performance, and cause
- Project alignment
- Analysis of new performance
- Diagnosis of existing performance
- Planning for integrated initiative
International Society for Performance Improvement’s HPT Model
Key steps include:
- operational analysis
- Performance analysis
- Cause analysis
- Solution selection and design
- Performance solution implementation
- Evaluation
What is the main difference between the HPT Model and ATD’s HPI Model?
The ATD HPI places an elevated importance on change management because it addresses it throughout, whereas the HPT Model embeds it into the Solution Implementation phase
Mager and Pipe’s Model
identifying a specific problem and then following a structured flowchart to determine the problem’s importance and what would happen if it was solved or ignored
If the problem is important, TD professionals determine if a skill deficiency is the cause
Holloway-Mankin’s Performance DNA Model
First significant advancement in performance improvement thinking in recent years
While previous models focused on finding and correcting performance deficiencies, the Performance DNA Model seeks to identify exceptional or key performance and the barriers preventing its attainment.
What are the 4 phases of Holloway-Mankin’s Performance DNA Model?
- Business Analysis
- Performance Analysis
- Key Performer Analysis
- Influence Analysis
What are 2 key reasons why change is impactful on people and organizations?
- Change and its forces introduce disruptions that can diminish org and performer’s capacity to envision a positive future; the more disruptive, the more this can have an effect on personal and org self-confidence, competence, morale, and self-esteem
- The path of change is unpredictable; any disruption will produce unintended consequences
When should TD professionals start to manage change in a performance improvement initiative?
As soon as the project begins
