1 Discussion Question,1 Summary and 1 Case study

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consultants make sure that the performance model, language, and process don’t distract from the focus on the performance issues and business priorities that initially mattered to the client” (Willmore, 2003). The model you choose to operate within does not need to be taken right out of some textbook. In fact, most organizations find it a useful exercise to develop their own customized model for HPI. Keep in mind, however, that the model should include the following elements (Fuller and Farrington, 1999):

Identification of a business need Determination of the performance required to meet the business need Identification of the performance gap(s) Determination of the root cause(s) of the performance gap(s) Selection and implementation of interventions to remove or reduce the root cause(s) Evaluation of performance to determine the success of the intervention

This model will not only serve as the blueprint by which you approach all HPI projects, but it will also be the primary tool you use to communicate your function’s transformation to the rest of the organization. Over time—and with experience—the original model will most likely be modified to better fit the idiosyncrasies of the key personalities and corporate culture of your organization.

Step 6: Determine What Services the New Organization Is Going to OfferStep 6: Determine What Services the New Organization Is Going to Offer

Before a traditional training department can begin to transform to a human performance improvement function, it must define what that means. There are a host of interventions that a full-service HPI function can offer to an organization. It must be determined which interventions will be included in the service offerings. Of those, determine which will be resourced internally and which will be resourced utilizing external service providers.

Mager (1992) cites several services that might be included in the newly defined organization (see Figure 7-4). Langdon, Whiteside, and McKenna (1999) cite 50 performance improvement tools that you might include as services in your new organization. The checklist appearing in Figure 7-5 will help you define the new organizational unit services.

Here is a list of some of the services that might be offered by a performance-oriented full-service department.

Needs analyses A review of organizational plans to identify needs for training and nontraining services.

Performance analyses Onsite review to identify causes of discrepancies between actual and desired performance, with recommendations for solutions.

Feedback review An onsite review to ensure that all tasks include sources of feedback to the performers.

Consequence review An onsite review to ensure that all tasks include sources of feedback to the performers.

Task analyses Onsite analyses intended to generate descriptions of actual and/or exemplary performance.

Goal analyses A technique intended to assist managers in developing usable definitions of

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abstract intents.

Organizational analyses A review of the organizational structure within and around a job, intended to determine whether the organizational structure facilitates or impedes peak performance.

Documentation Manuals, and so on, designed to be used to facilitate job performance.

Job/performance aids Design and development of items that will prompt desired performance.

Performance management systems

Development of mechanisms and procedures intended to ensure a supportive environment.

Workplace review Onsite review intended to identify obstacles caused by awkward workplace design.

Orientation sessions Sessions that allow people to become familiar with target concepts and information.

Training sessions Sessions intended to teach people what they do not currently know but need to know.

Coaching instruction Training sessions for nontrainers who will be expected to conduct on-the-job training.

Figure 7-4 The full-service training and performance services department. © 1999, “What Every Manager Should Know About Training”. The Center for Effective Performance, Inc., 1100 Johnson Ferry Road, Suite 150, Atlanta, GA 30342. www.cepworldwide.com. 800-558-4237. Reprinted with permission. All rights reserved. No portion of these materials may be reproduced in any manner without the express written consent from The Center for Effective Performance, Inc.

Step 7: Develop HPI PractitionersStep 7: Develop HPI Practitioners

Just as additional competencies are required to transition from a traditional training function to a results- based training function, so too are new