Approach

Traditional Learning and Development

The traditional, narrow approach to solving performance issues typically only analyzes how training can solve an identified problem.

Our View is Wide

We take a broad view of the entire performance eco-system in our analytical process, taking an assessment of all contributing factors that impact personnel and organizational performance.

Performance Analysis

Performance analysis is the process of identifying the organization’s performance requirements and comparing them to its objectives and capabilities.

Phase 1 is where the performance problem is identified, or an opportunity for performance improvement is recognized.

There are three types of Performance Analyses:

1. Organizational analysis considers the organizational vision, mission, value, goals and strategies.
2. Environmental analysis identifies and prioritizes the realities that support actual performance.
3. Gap analysis determines the current actual performance, the desired performance, and the difference between them.

Phase 2 of the performance analysis is the cause analysis. This phase identifies the “why” behind the performance gap.

Solution Proposal

Interventions are solutions to the identified performance problem. Interventions may fall into any combination of following categories:

1. Instructional Performance Support: education and training, interactive learning tools.
2. Competency Identification: job task identification, competency modeling,  behavior expectation, task competency level requirements.
3. Non-instructional Performance Support: knowledge management, job aids, documentation and standards, user performance support systems.
4. Job Analysis/Work Design
5. Personal Development: coaching, mentoring, career development.
6. Organizational Communication: communication networks, information systems, and change networks.
7. Organizational Design/Development: team strategies, reengineering/restructuring.
8. Quality Improvement: six sigma, continuous quality improvement.
9. Management Development: personnel feedback coaching, incentivisation, performance management.

NOTE: In Abilaires solution design and selection, a key differentiator is the coupling of the development of a comprehensive competency model that serves as a foundation of any selected solution.

Implementation

Interventions represent changes. Changes may induce resistance. The strategies for optimizing change and minimizing resistance is important in this phase of our methodology.

The proposed strategies are:

1. First is to emphasize the benefits: establish relative advantages and demonstrate quick “return” for each disadvantage cost.
2. Second is to make it simple: establish “doable” via success stories and peer testimonials, and minimize “hurdles” through user-support systems, such as job aids, training and performance support tools
3. Third is to establish compatibility: identify similarities in aspects, procedures, and results to the current state.
4. Fourth is to promote adaptability: highlight no loss of functionality.
5. Fifth is to focus on social impact: identify key people and groups, be transparent and honest, and communicate well through the development of a change agent network.

It is important to understand that evaluation comes in many forms. Evaluation a systematic process employed to evaluate the efficacy and effectiveness of implemented solutions. Evaluation is also embedded throughout our methodology acting as a compass to ensure we maintain the correct focus, priority and to ensure each step in the process is providing value-add to our clients.

Post-implementation evaluation of selected solutions measures the impact of solutions, what worked, what didn’t work, and encourages continuous improvement. 

Various evaluation types are used throughout our approach including, formative evaluation, summative evaluation and the employment of Kirkpatrick's 4 levels of evaluation.