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Improving Human and Organizational Performance
Most company strategies deliver only 63% of their promised
financial value.
Why?
* Harvard Business School Publishing, 2005
We do so many things to develop our people…
Measure activities Track results Track behaviors Identify deficiencies Drive individual
development Create IDP’s
Training Coaching Tools/Technologies Bonus/Reward/Incentive Recognition One-on-ones
Yet, we still lose good employees … Why?
Where do the Results Go?
* Harvard Business School Publishing, 2005
7.5% Inadequate or unavailable resources
5.2 % Poorly communicated strategy
4.5% Actions required to execute not clearly defined (no clear outcomes)
4.1% Unclear accountabilities for execution
3.7% Organizational silos and culture blocking execution
3.0% Inadequate performance monitoring
3.0% Inadequate consequences or rewards for failure or success
2.6% Poor senior leadership
1.9% Uncommitted leadership
0.7% Other obstacles (including inadequate skills and capabilities)
63%63% Average Realized Average Realized PerformancePerformance
37% Average Performance Loss
Select“best-fit”
performers
Train andenable them to produceOutcomes
Engineertheir work
environment
Motivatethem
A New Standard for Employee Development…
standardminimal exemplary
Perc
en
t of
work
forc
e
minimal exemplary
Perc
en
t of
work
forc
e
Level of performancenew standard
…Sets a New Standard for Performance…
…That Directly Impacts Business Results
Influences Tasks Processes Outcomes BusinessResults
There are…
…that affect how people accomplish…
…that are critical to effective…
…which enable the achieve-ment of…
…that are the real drivers of…
Performance-based Career Development
Outcomesin Role
Skills Incentives Competencies Feedback Experiences Tools/Systems
EnablingOutcomes
Work Effort (The Things We Do)
Successin Role
The Price ofAdmission
The DifferentiatorsNext Level
But What Happens?
Outcomesin Role
Skills Incentives Competencies Feedback Experiences Tools/Systems
EnablingOutcomes
Work Effort (The Things We Do)
Successin Role
The Price ofAdmission
The DifferentiatorsNext Level
We often do not define these
...But instead focus on these
Performers resist this because they understand that getting results is not
enough…
We need to define the “what else” for them…
The Outcomes
But What Happens?
Skills Incentives Competencies Feedback Experiences Tools/Systems
Work Effort (The Things We Do)
Next Level
The result is that this is what the performers see
Additional SkillsAdditional Competencies
Additional Experiences
Back Up
0% 10% 20% 30% 40% 50% 60% 70%
17%
22%23%
28%
37%
60%High Individual Stress Levels
Fear of Failure or Punishment
Inability to Envision Successful Outcomes
Lack of or Poor Company-Sponsored Training
Inability to Concentrate on Task at Hand
Low Worker Self-Esteem
Low Compensation
Poor or Insufficient Performance Feedback
40%39%
Lack of Clear Individual Goals
No Performance Standards
Reward Not Performance Based 31%Poor Performance Rewarded 31%
No Career Planning
14%
9%8%
Source: Closing the Human Performance Gap The Conference Board
Primary Causes for Low Performance
What is Human Performance Improvement
Modern behavioral science applied to the workplace An engineering approach to managing human performance A “technology” based upon a set of rules The integration and simplification of formerly disparate approaches An approach that treats performance as a complete system with the
person at the center It is THE way to manage people
More than a Single Solution
• Timely Feedback
• Fair compensation
• Fair policy
• Positive consequences
• Worthy tasks
• Clear priorities
• Some novelty
• Confidence established
• Absence of S/K andEnvironmental barriers Alignment of tasks with performance evaluations Timely + & - inputs
• Relevant training content
• Relevant practice
• Sufficient practice
• Timely delivery
• Job Aids, if appropriate
• Adequate simulation
• Appropriate tactics
• E-Learning where needed
• Adequate knowledge
• On-the-job mentoring• Accomplishment-based instructional materials
• Receives correct inputs
• Access to Job Aids
• Tools/Equipment
• Adequate conditions
• Adequate time
• Achievable criteria
• Manageable workload
• Good work design
• Job assistance
• Good supervision
• Proper lighting
• Access to information
• Correct inputs & data
• IT systems & software
Skills/KnowledgeSkills/Knowledge MotivationMotivationMotivationMotivationEnvironmentEnvironmentEnvironmentEnvironment
Top 10 Reasons for Poor Performance People don’t know what they are supposed to accomplish
(outcomes). People don’t know what their most important outcome is. People don’t know how what they achieve links to the success of
the organization. People focus on tasks and activities that may not be important. People don’t know how to do what they are supposed to do. People think that they are performing at an acceptable level. Non performance is rewarding. Good performance feels like punishment. There are no positive consequences for good performance. There are no negative consequences for poor performance.
