Well, here we are finally my first blog post. So many things to talk about so where should I start? Performance Improvement or Human Performance Technology seems like a good place to begin because often it’s training that is implemented first when there appears to be a problem.
There are various reasons behind this, but my theory behind this comes from the old saying, “If a hammer is the only tool in your toolbox then every problem looks like a nail.” So, when you start applying instructional design to every problem, the results probably aren’t going to be what you expected. To counter this type of thinking, you need to look for other tools at your disposal. Think beyond the hammer; for example, other solutions could be:
- Job Aids
- Job redesign or job reassignment
- Better selection of employees with the skills, knowledge, and aptitude
- Better feedback to your employees
- Communication channels needing to redesign
- The right resources
- Facilities design
- Better tools
- Motivation
- Training
- Incentives
To the client, the manager or the organization, it seems easier when training is the default solution for improvement. It’s their one tool in the toolbox. Performance improvement is about taking a systematic approach to determining the causes, and a systemic view of performance and then proposing a list of interventions that will achieve the desired results. However, many within organizations see this as a complicated and burdensome task. You’re now taking that one tool away, (the hammer) which is training and your handing over a toolbox.
It can be challenging to overcome the barriers you might face and requires techniques or processes that methodically acquires information and resources. Then synthesizing the data to obtain solutions that are based on evidence rather than on feelings, habits, or “this is the way we’ve always done it.”
The infographic I put together is referenced from a sketch done by Lynn Kearney and is a great starting point for talking to others about performance improvement. Use your own examples and style to speak about the basics of performance improvement. Match the level of performance to the person your talking with. Help them understand by having them identify areas that could be a cause (motivation, incentives, resources, etc..) for poor performance in examples of their own by leading them through questions that might shed light on possible interventions, instead of trying to explain the graphic itself. Stay tuned for some more articles that jump into some of the processes of performance improvement.
