Increasingly, line managers are expressing frustration at receiving incomplete performance solutions, weak return on investment, and less than expected results from performance support departments. This paper proposes that silos be eliminated and complete performance solutions be delivered by adopting a new performance vision, enterprise learning and performance strategy, and a common Human Performance Improvement (HPI) process.
Increasingly
line managers are expressing frustration at receiving
incomplete performance solutions, weak Return on Investment(RoI),
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(HR), training,
Information Technology(IT), and quality operate in
silos and compete against each other for success rather
than working together to deliver complete solutions
to performance problems. This proposes that we eliminate
silos and deliver complete performance solutions by
adopting a new performance vision, an enterprise teaming
and performance strategy, and a common Human Performance
Improvement (HPI) process to provide 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. This provides a glossary of
performance terms and a checklist of recommended steps
for starting the transformation to HPI.
It
is a global reality that line managers are experiencing
increased competition, pressure to grow the bottom-line,
constant change, and the need to innovate on products
and services, as the price of doing business. Many
of these managers are frustrated in their efforts
to improve performance and search in vain within their
organizations for effective performance support. What
they often find are a number of "support"
departments competing against each other, jockeying
for advantage, and claiming to offer the solution
to performance problems. When called upon, trainers
willingly offer skills and knowledge programs that
seem to help in the short run but, from the line managers'
perspective, often fail to deliver expected business
results and RoI. Organizational development specialists
work with line managers in improving performance through
the alignment of culture, values, and leadership behaviors
and actions. Quality professionals offer process improvement
tools and techniques for improving efficiency and
productivity. IT provides expertise on networks, systems,
and software in support of business goals. Each of
these departments has its process, products, services,
tools, and terminology that it proclaims as the solution
to the organization's business and performance needs.
Each competes with the others for a place at the table
as the line managers' primary assistance provider.
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