This article suggests that if you do needs assessments using “need” as a gap in results, and apply at all three levels of organizational elements, a basic evaluation will provide clear and precise evaluation results.
Where should talent development and leadership focus? Effective TD and performance improvement requires aligning any development with closing gaps in organizational performance and external impact.
The journey to the future of social, organizational, and individual performance: a migration from how to what to why
Our future is bright if we create it and seize it. We can move from “how” to “what” to “why,” and integrate them all to define and deliver useful results.
Not so long ago, the problem of getting the right fit was seen as a matter of selecting qualified candidates, training them, and then turning them loose to “do their thing”. This approach worked reasonably well when companies were prized for their stability and longevity.
As Performance Architects concerned with human performance issues in the workplace, we are engaged in helping our clients and their organizations meet their business goals
Performance Architects are in the business of investigating human performance issues in the workplace and determining how best to help their client organizations meet business goals.
Performance Architects have a license to snoop. We are in the business of supporting our client organizations in their quest for results that meet or exceed goals. We accomplish this by poking our noses into all aspects of how employees perform their jobs to learn how they contribute to those goals.
While it’s not news that higher levels of wellbeing – in terms of job satisfaction – is associated with higher morale and thus productivity, what is new is the recognition that an employee’s emotional state at work can drive performance.
While the format and tone may have changed over the years, the annual review really needs an overhaul.
Performance improvement approaches from the commercial sphere are being adopted in the very different world of international aid support for transitioning societies. The challenges of applying these methodologies to this complex and foreign arena require special consideration for success.
Senior performance technologists often take on real societal challenges, with enormous multilevel needs and minuscule funding. Front-end assessment is conducted under demanding time frames with small teams. Success requires a melding of science and art.
This is the Forward extracted from the book Performance Assessment & Analysis discussing benefits of using the method to target improved performance in institutions.
Evaluating results and impact has received a great deal of attention lately, particularly as we move into a VUCA world against the backdrop of the Fourth Industrial Revolution.
In the past, most measurement and evaluation theories and methodologies were extremely complex.
A common approach to solving a performance issue (albeit highly generalized here) is to analyze the situation, diagnose the underlying problem, develop and implement an effective solution to the problem, and track improvement progress.
In our quest to improve performance and change productivity we are sometimes overwhelmed with the pressure of speed of delivery, speed to market, speed to satisfy clients’ needs, speed to execute to earn credibility and build relationships.