7. performance consulting

7/26/2019 7. Performance Consulting

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Performance Consulting

A process in which learning organizations partner with clientseither internal or externalto

achieve strategic results through the optimization of workplace performance in support of

business goals.

The process uses a systematic and systemic approach to analyzing and diagnosing performanceproblems, and then recommends solutionsboth training and non-trainingto resolve the

diagnosed root causes of performance problems.

Performance consulting focuses on helping organizations increase productivity by strategically

linking individual performance improvement to enhanced organizational results.

Employ methodologies to identify gaps between current and desired performance and take

appropriate initiatives for bridging these gaps.

Performance consulting is not simply about improving workersknowledge and skills.

It looks at the entire range of organization functions that impact individual workerperformance.

Learning Organisation

"The essence of organisational learning is the organisation's ability to use the amazing mental

capacity of all its members to create the kind of processes that will improve its own"

"Organisations where people continually expand their capacity to create the results they truly

desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is

set free, and where people are continually learning to learn together"

The overall level of an organizations performance can be described in basic terms as the cumulative

impact of three general operational componentspeople, processes and strategyon the

organizationscritical business assets.


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Processes

Operational Processes- processes that describe an organized series of progressive steps, tasks

and actions required for the execution of core organizational functions and jobs (e.g., a

manufacturing process).

Business Processes- processes that describe the policies and procedures for how anorganization interacts with customers (e.g., sales, order processing).

Leadership Processes- processes that govern the implementation of activities relating to an

organizations leadership and the management of its people (e.g., strategic planning, reporting

structures and human resource policies and procedures.

Operational Processes- processes that describe an organized series of progressive steps, tasks

and actions required for the execution of core organizational functions and jobs (e.g., a

manufacturing process).

Business Processes- processes that describe the policies and procedures for how an

organization interacts with customers (e.g., sales, order processing).

Leadership Processes- processes that govern the implementation of activities relating to an

organizations leadership and the management of its people (e.g., strategic planning, reporting

structures and human resource policies and procedures.

Strategy

Strategy can be defined as the effective application of a limited set of resources in a clearly

defined manner through specific activities to achieve organizational goals.

Strategy defines what an organization aims to achieve (vision) and the manner and approach it

will employ to achieve it (mission).

It may also include elements relating to organization values and behavioral norms.


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Critical Business Assets

An organizations critical business assets comprise the primary means or resources employed to

develop and deliver the products and services that customers buy.

Examples of critical business assets can include tangible elements such as raw materials,

equipment, buildings and natural resources as well as intangible assets, often referredto as intellectual capital, such as proprietary technology, patents, trademarks,

copyrights, and other specialized knowledge. Critical business assets usually define the

very nature of a business.

To be leveraged through expert professional management by individuals who are specialists in

the specific critical assets.

An organizations strategy, processes and people capabilities must be effectively designed and

developed to take maximum advantage of an organizations critical business assets.

Each of these three elements needs to be aligned in a manner that is mutually supportive and

complementary.

Model for Performance Improvement

Performance Consulting Process

Assessment Phase

Intervention Development Phase

Intervention Implementation Phase


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Assessment Phase

Identify organizational performance objectives

Identify required worker performance competencies

Identify required worker & organizational best practices

Identify worker performance and best practices gaps

Perform gap-analysis on currentpersonal inputsto worker performance

Perform gap-analysis on current organizational inputsto worker performance

Determine the causes of personal input and organizational input gaps

Generate learning sponsor buy-in to assessment findings

Personal Performance Inputs

Personal performance inputs comprise factors such as knowledge and skills, attitudes,personalgoalsand motivation.

These factors individually and in combination, are the principle determinants of the quality of

individual worker performance.

Inputs such as an employees attitude, motivation and personal goals are usually considered to

be the sole responsibility of the worker.

The realization that organizations can and should also focus on these elements can bring about a

dramatic positive change in overall organizational results.

Organizational Performance Inputs

Strategy and Processes can influence the level of individual worker productivity as well as having

a direct impact on organizational results.

Example of organizational inputs would be worker selection and training (processes) and

the level of worker empowerment (strategy).

Intervention Development Phase

Develop personal (worker/people-focused) performance improvement initiatives

Develop organizational (process/strategy-focused) performance improvement initiatives

Generate management support for intervention plan


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Intervention Implementation Phase

Set intervention priorities

Generate target group intervention buy-in

Deliver performance improvement interventions

Measure and assess intervention impacts.

7 step-diagram to Performance Consulting

Performance Consultant

Business Partner

Wider Array of Diagnostic Tools

Systems Approach

Expanded Solutions


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PC as Business Partner

Demonstrate Business Knowledge

Get Involved with Business Issues

Coach the Client

Become a Single Point of Contact

Proactively Identify Opportunities for Performance Solutions

Diagnostic Tools

Performance Analysis

Process Training Needs Analysis: Surveys, Interviews, Focus Groups, and Observations

Force Field Analysis

Root Cause Analysis (Fishbone)

Climate Surveys

Process Mapping

Systems Approach

Strategy

Clear Expectations

Feedback Loops

Policies

Business Processes

Job Profiles/Fit

Org Structure

Tools/Technology

Competencies

Reward Systems

Environment/Culture


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Expanded Solutions

Strategic Planning

Expectations/Feedback

Selection Process

Training

Compensation/Incentives

Process Redesign

7. performance consulting

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