TM - August 2008 - (Page 10)

[human performance] by Harold D. Stolovitch, Ph.D., CPT A A Auditing Global Performance Improvement Initiatives s an auditor of global performance improvement initiatives, I probe for the business needs that trigger an initiative, such as the integration of technical best practices to reduce energy costs and improve quality output, or the introduction of global business processes and systems to increase consistency and accuracy in forecasting and better managed inventories. From there, I identify expected outcomes, examine the means employed to achieve desired ends and evaluate the effectiveness of these means. Then I determine how well goals have been met and recommend ways to improve the results — current and future. I verify time, money and resources investments were justiﬁed. I hunt for deﬁned success criteria and suitable metrics. I investigate selected interventions for achieving project goals. In a global environment, this is particularly important, as efforts to achieve speciﬁc objectives can be easily dissipated due to distance, varying conditions and locally idiosyncratic practices. Performance Audit Results I would love to report that my audits reveal how well initial expectations were fulﬁlled. While some good is achieved in each instance, actual results often are far from what was anticipated. Some of my unpleasant ﬁndings include: • Performance improvements morph into training. In virtually every case, what starts as a project to achieve new, higher or more consistent performance levels soon transforms into courses and info-dump sessions. Organizations consistently equate performance improvement with training. Training may be necessary to improve performance; it is almost never sufﬁcient. • Virtually no front-end analysis. Front-end analysis deﬁnes gaps between desired and current performance and identiﬁes the most appropriate, feasible and economical means to close these. Few global companies conduct such analyses, relying instead on subject matter experts who “know” what should be done. • Training designed and delivered by subject matter experts. “We don’t have access to best practices from others in our region. Sharing problems and solutions with people like yourself is really helpful.” • Little to no evaluation. Metrics and evaluation criteria often are vague, piecemeal and inconsistent. Adherence to newly introduced processes is not carefully tracked. In most cases, performance improvement evaluation is done informally, frequently by surveying performers. Global performance improvement initiatives are costly and complex. They require a clear vision of desired outcomes supported by meaningful metrics. They must Global performance improvement initiatives can produce enormously beneﬁcial results, if executed correctly. Organizations frequently assign the responsibilities for upgrading performance to content specialists, despite well-documented research evidence showing how differently nonexperts process information. Experts end up creating and delivering events with minimal practice and feedback, and not much changes in terms of performance. • Inadequate, unsystematic performance support. Common comments I hear from those expected to change their performance are: “I only received informal support. You have to know someone and know what to ask.” “There’s little to no follow-up post-training.” “We have online/virtual meetings, but they’re often incomprehensible. Language is a big issue. So are participant background and experience.” About the Author Harold D. Stolovitch, Ph.D., is a principal of HSA Learning & Performance Solutions LLC and is an emeritus professor of instructional and performance technology at the Université de Montréal. He can be reached at editor@talentmgt.com. account for language, culture, performer levels and local practices. Front-end analyses are essential. Performance improvement initiatives must factor in personnel turnover. Ongoing performer support and monitoring also are critical to any performance change venture, especially global ones. Analyze and set success criteria globally and by location. Create clear, applicable metrics. Don’t rely solely on experts. Involve learning and performance specialists early. Focus on performance and support in locally adapted ways. Global performance improvement initiatives can produce enormously beneﬁcial results — but only if executed correctly. 10 August 2008 talent management magazine www.talentmgt.com http://www.talentmgt.com

Table of Contents Feed for the Digital Edition of TM - August 2008

TM - August 2008 Editor's Letter Contents Human Performance Leading Edge Foundations Global Background Screening Does Global Assessment Work? Global Total Renumeration: Creat One Organization Border Insecurity: Immigration Reform and Talent Management The Global Workforce: Communication Across Cultures Around the World in How Many Days? Insight: Exelon: Performance Under Pressure Special Report: Perspectives on Managing People Application: Reinventing Sales Rewards at Motorola Dashboard: Mideast Meets West Dashboard: Mergers and Acquisitions 2008 - Don’t Leave Employees Behind Editorial Resources Advertisers' Index Full Potential

TM - August 2008

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