3.5 Performance Improvement

Question 1

Draw the nine-box model designed by Rummler and Brache.

Answer 1

Levels\Performance Needs: Goals | Design | Management
Organization Level
Process Level
Job/Performer Level

3.5.1

Question 2

State the three fundamental principles of Performance Improvement Models

Answer 2

1. Results-based, systematic approach (instead of wants-based or needs-based) - This is driven by a business need and a performance need and must also be justified by the results of the cause analysis. TD professionals should not assume that the client has correctly identified the problem.
2. Focus on outcomes rather than behavior (outputs individuals are asked to achieve, rather than ways people perform tasks leading to outcomes) - Outcomes are easier to measure.
3. Organizations are systems - A practitioner can use expertise to fix one component of an organization, but accurately predicting the effect of this change on other parts of the organization is difficult.

3.5.1

Question 3

What two aspects influence the course of change in an organization, thus also its effect on people?

Answer 3

1. The forces for change introduce disruptions - The more disruptive a change is to the status quo, the more it diminishes the capacity to envision the future, and the more likely it will have a negative effect on personal and organizational self-confidence, competence, morale, and self-esteem
2. The path of change is unpredictable - TD professionals should start to manage change as soon as the performance improvement project begins. Failure to do so may prevent successful performance improvement results

3.5.1

Question 4

After completing their analysis, what should the TD professional confirm before recommending a solution?

Answer 4

• 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.

3.5.5

Question 5

What are the seven primary categories that may influence performance according to the ATD HPI Model?

Answer 5

1. Workplace and structure - influences caused by the workplace and the effectiveness of its structure.
2. Work processes - the structure and sequence of workflow.
3. Management and organizational support
4. Technology and resources - effective distribution, management, and storage of information.
5. Human resources and selection - whether the performer is a good fit for the job and the work to be performed.
6. Learning and development - the knowledge and skills required for job performance.
7. Personal Motivation

3.5.5

Question 6

What are the five moments of learning that should have performance support?

Answer 6

1. Apply - People act on what they have learned
2. Learn new - People learn how to do something for the first time
3. Learn more - People expand on what they learned
4. Solve - Address problems when they arise or when things don’t work as intended
5. Change - Learn a new way of doing something (required a change in skill that’s ingrained into their practices)

3.5.6

Question 7

List 6 examples of electronic performance support systems (EPSS).

Answer 7

1. E-learning
2. Mobile apps
3. Learning portals
4. Interactive PDFs
5. How-to videos
6. Searchable knowledge bases

3.5.6

Question 8

List 7 examples of nonelectronic tools for performance support.

Answer 8

1. Quick reference guides
2. Infographics
3. Job aids
4. Process maps
5. FAQs
6. Decision trees
7. Checklists

3.5.6

Question 9

Describe the four sources that organizations gain knowledge from.

Answer 9

1. Individual learning - A person learns skills/ideas and transfers the knowledge to their work. If they don’t share the knowledge with others, it leaves the organization when they leave.
2. Team learning - Individuals within a team acquire and share their experience and knowledge with others. Peter Senge defined 3 dimensions of team learning: ability to think insightfully about complex issues, ability to take innovative and coordinated action, and ability to creat a network allowing other teams to act as well.
3. Organizational learning - Method an org uses to create knowledge that relates to its mission, then organize it so subunits/cunctions can use it
4. Inter-organizational learning - Learning from other organizations

3.5.7

Question 10

Define the five factors that affect human performance.

Answer 10

Intrinsic factors
1. Knowledge - Cognitive abilities a performer needs to do the job. This involved development of intellectual skills.
2. Skill - Physical movement, coordination, or use of motor activity to accomplish a task.
3. Desire - Motivation. A lack of desire does not mean the person is incapable of doing a task.
*Training can improve both knowledge and skill… it cannot improve desire. Training can improve performance issues based on knowledge and skill.

Extrinsic factors
4. Environment - Resources (tools, equipment, furnitire, hardware and software) and physical conditions.
5. Opportunity - Whether the performer is actually able or allowed to do the job. Employees who constantly have too many tasks that do not support organizational goals may not have the time to do the work that supports those goals.

3.5.7

Question 11

Gilbert’s Behavior Engineering Model

Question 12

Steps in ATD’s Human Performance Improvement (HPI) Model

Answer 12

1. Business analysis (factors affective imperatives, goals, and outcomes. Unlike PM steps, here you identify resources and stakeholders)
2. Performance and key performer analysis (clarify problem of performance gap by focusing on desired performance state, actual performance state, and the gap)
3. Influence analysis (why does the performance gap exist?)
4. Solution selection (recommend improvement solutions)
5. Solution planning and implementation
6. Evaluation and results
7. Manage change influences(really surrounds the entire model)

3.5.1

Question 13

What’s included in the bus analysis step.
What’s inclueded in perfomance analysis step. Why do interviews and focus groups help. All of 3.5.4

Question 14

Talent development professionals begin with a business analysis to define the context in which the performance occurs.

Question 15

3.5.5.3 Performance Improvement Solutions

Answer 15

Card 5 above. MANY things listed on the page under each…. many need to review.

Question 16

A talent development professional is conducting a performance analysis for team members in an organization. Which tool should the talent development professional use to identify barriers to performance and factors that enable change?

Answer 16

Kurt Lewin’s force field analysis

The talent development professional should use Kurt Lewin’s force field analysis to identify barriers and enable change. William Bridges’s Transition Model focuses on transitions and planned changes instead of identifying barriers to change. The W. Warner Burke-George H. Litwin Change Model focuses on creating transactional and transformational changes. The PEST analysis evaluates external impacts on the performance of an organization and usually doesn’t focus on individuals’ performance.

Question 17

Which is a primary reason why talent development professionals should work in partnership with key stakeholders in the performance improvement process?

Answer 17

To gain credibility with clients

Involving stakeholders in the performance improvement process helps the talent development professional to gain credibility with the client. Involving stakeholders in the performance improvement process does not necessarily speed up the process.

Question 18

category of influencers

Question 19

A talent development professional wants to convince the leadership of an organization of the benefits of interorganizational learning. What are 4 benefits of interorganizational learning that can be highlighted?

Answer 19

1. Reduce time or expenses by applying the same ideas or modifying them.
2. Decrease risks by applying the same ideas or modifying them.
3. Learn faster by applying the same ideas or modifying them.
4. Increase innovation

3.5.7

Question 20

A talent development professional assists the human resources department of an organization after its merger with another organization. What four stages may these people experience?

Answer 20

People who are experiencing transitions, such as mergers and acquisitions, experience four stages:
1. disengagement
2. disidentification
3. disorientation
4. disenchantment

3.5.7