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Analyzing Performance Problems
- 1. Important? Describe Performance Problem Skill deficiency? Knowledge deficiency? Used to do it? Used to know it? Used often? Used often? Performance Punishing? Non - Performance Rewarding? Performance matters? Obstacles? Arrange training Arrange practice Arrange feedback Ignore Provide Feedback Remove punishment Arrange positive consequences Arrange consequences Get rid of them Analyzing Performance Problems Josh Clemm
- 3. What’s a performance problem? ● Missing deadlines ● Being late for meetings ● Not getting compliance training done ● Takes a long time with using clearcase ● Using an ethnic joke to kick off sales meeting
- 4. Steps to Take 1. Define the performance problem 2. Identify the reasons for the problem 3. Identify the solutions
- 5. First, Let's Define the Problem
- 6. Define Problem ● It’s easy to see if someone is not doing what you want ● You need to step back and consider: ○ What is the actual behavior? ○ What is the desired behavior? ● This discrepancy is the performance problem!
- 7. Examples of Good vs Bad Observations Bad observation Good observation "You work slow" "Task A needs to be done by week 3, you have no progress to show by week 2."
- 8. Bad observation Good observation "You are lazy" "You need to be at work at 8, you are arriving at 8:40-9am" Examples of Good vs Bad Observations
- 9. Bad observation Good observation “You look like a hippie” "Men must have short hair, and your hair is at your shoulders" Examples of Good vs Bad Observations
- 10. Now that you've defined the problem, Determine the Reasons
- 11. Is Problem Worth Pursuing? ● Why is the discrepancy important? ○ (Cost, efficiency, etc) ● What would happen if I left it alone? ● Would resolving this discrepancy have a worthwhile result?
- 12. If it is worth pursuing, Determine the Deficiency
- 13. Is it a Skill Deficiency? ● Could employee do it if really required to do it? ● Could employee do it in the past? ○ Maybe they need to be refreshed ● Are their present skills adequate?
- 14. If it is a Skill Deficiency… ● Did they used to do it? ● If not, they may need training ● If yes, do they do it often? ○ Let them practice ○ Provide feedback
- 15. Is it a Knowledge Deficiency? ● Is information readily available in employee training? ● Are objectives clear?
- 16. If it is a Knowledge Problem… ● Did they use to know it? ○ If no, let them know ○ If yes, provide feedback
- 17. What if it's not a Skill or Knowledge Gap?
- 18. Why aren't they doing it?
- 19. Why aren't they doing it? ● Is desired performance punishing? ○ Remove it ● Is undesirable non-performance rewarding? ○ Arrange positive consequence
- 20. Why aren't they doing it? ● Does performance matter? ○ Arrange consequence ● Are there obstacles in their way? ○ Get rid of them
- 21. Determine the Solution ● After doing this analysis, many problems have clear solutions ● Many do not, but at least now you know what the problem is and how to address it
- 22. Takeaways ● Think about what you want an employee to do and what they are actually doing ● “More Training” is not always the answer ● Don't assume the worst, try to understand why ● Many solutions are simple and quick
- 23. Source ● Mager, Robert F. and Pipe, Peter. Analyzing Performance Problems