Abilaire helps you to articulate your business goals, link these goals to human performance, diagnose the current state of performance in an organization, clarify perceived performance gaps, find the root causes for these performance deficiencies, implement solutions, and evaluate the results of the interventions. We look at the big picture and make fundamental improvements in your processes, training, support mechanisms to help you become better and faster at achieving your business goals. Our goal is to maximize the potential of your organization’s people, processes and tools/systems, to achieve extraordinary results by linking business strategy, measurable competencies, behaviors, and goals with an employee’s ability to support them.

Our approach allows us to help our clients maximize the capabilities of their greatest commodity, their employees, and to continually improve systems, processes, and people.

HPI is a holistic process that allows an assessment of the entire performance ecosystem, as HPI’s construct is grounded in “system thinking.” It provides a mindset that organizations are complex systems.

Training can solve many performance issues, however, in employing an HPI approach, we learn and understand that it is not an absolute answer. As learning, human resource, and organizational professionals, we can no longer believe that training in its traditional forms is the only remedy to performance issues.

Traditional Learning and Development

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

” Today's organizations focus on performance, so the shift to human performance improvement has a tremendous impact on how employees perform their job duties as well as how they interact with co-workers, customers, and managers.”

- PeoriaMagazines.com

Abilaire Focuses on Results

We at Abilaire take a “results-based” approach. This is different to the traditional “Learning and Development” company, organization or consultancy mindset that mistakenly assumes that training is the most, and only, viable cure to performance issues:


The traditional training model confuses training activity with performance improvement by focusing only on employees' learning needs, rather than on their performance needs. Traditional models focus on developing enjoyable learning experiences while failing to ensure that the newly-transferred knowledge and skills result in performance improvement. So, to be effective, training professionals must adapt a performance mindset, shifting their focus from delivery of great training to the performance of the company and its human capital.

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

Solution Types

  • Curriculum Development
  • Performance Support
  • Task Analysis
  • Personal Development
  • Human Resource involvement
  • Process revision, creation or improvement
  • Process revision, creation or improvement
  • Productivity and performance support 
  • Communications systems
  • Knowledge management systems
  • Electronic performance support systems
  • Competency modeling


  • Leadership and sponsor commitment
  • Continuous improvement mindset
  • Performer buy-in through OCM activities
  • Sustainability Model

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.




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.

Measurement and Evaluation

Descriptive Analysis
& Formative Evaluation

Monitor and Measure


Summative Evaluation
& Predictive Analysis

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.

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