Building a new performance vision for results

Abstract

Increasingly line managers are expressing frustration at receiving incomplete performance solutions, weak return on investment, and less than expected results from performance support departments that claim to have the answer for improving business results. Often there are complaints that departments such as human resources, training, information technology, and quality operate in silos and compete against each other for success rather than working together to deliver complete solutions to performance problems. Proposes that we eliminate silos and deliver complete performance solutions by adopting a new performance vision, an enterprise learning and performance strategy, and a common human performance improvement (HPI) process. Provides a definition of HPI and a five‐phase HPI process as a starting point for performance improvement departments. Critical outcomes of the process are diagnosing workplace and learning barriers to performance and designing and implementing blended performance solutions that deliver comprehensive results. New roles, competencies, and approaches to developing performance improvement expertise are required in implementing performance interventions using an HPI process. Provides a glossary of performance terms and a checklist of recommended steps for starting the transformation to HPI.

Citation

LaBonte, T.J. (2003), "Building a new performance vision for results", Industrial and Commercial Training, Vol. 35 No. 1, pp. 33-37. https://doi.org/10.1108/00197850310458234