Needs Assessment

Performance Improvement Models and Techniques

Following are some of the performance improvement models/techniques used by PERFORMEX to conduct needs assessments (NA):

Performance Improvement/HPT Model (Dessinger et al., 2012)
Action Mapping (Moore, 2017)
Updated Behavior Engineering Model (Chevalier, 2003)
Synchronized Analysis Model (Marker, 2007)
Five Why’s (Imai, 1986, as cited in Marker, 2007)

Using these models/techniques, PERFORMEX steps clients through a 4-step process (elaborated upon below) to target results gaps with the highest return potential, identify performance problems and their root causes, and help decision makers determine the most feasible, cost-effective solutions.

4-step

Needs Assessment Process

Identify an organizational goal

What does success look like? Begin with the end in mind.

Write a goal statement in the following format:

________(measure we already use) will increase/decrease _ % by _ (date) as people ___________ (DO something differently).

moore, 2024

Determine what people need to DO

How must behaviour change? Identify the key actions that people must consistently perform in their role to help the organization achieve the targeted results.

In performance, behavior is a means, and its consequences is the end.

Gilbert, 2007, p. 16

Behaviors are what you see people do when they are working.

Accomplishments are what you see left behind by people after they stop working.

dean, 1997, p. 59

Conduct a systemic cause analysis

Why aren’t people DOing it?
Be careful not to assume it’s the performers who need to be “fixed” (Dean, 1997). Investigate not only the causal factors which may originate within individuals (e.g., knowledge & skills) which are impeding desired performance–but also those which may reside in the performance environment (e.g., information, resources, incentives; Chevalier, 2003).

75%

of the causes of performance problems are environmental, according to a study conducted with approximately 1,000 participants from business and industry.

Dean, 1997

Determine feasible solutions

What are the best solutions?
Identify solutions that target root causes of the results gap. Don’t fall into the trap of assuming training is the remedy. This would be like a doctor prescribing antibiotics for every ailment. Training programs are the appropriate solution only when there’s a proven gap between performers’ current knowledge/skills and those required to perform as desired.

Even when training is a necessary part of the solution, environmental factors that impede desired performance must also be addressed.

Training efforts will fail if they are not supported by the work environment from which the trainees have come and to which they will return.

Chevalier, 2014, p. 8

Interested in learning more about the NA process?

Check out the article Opening Doors to Employment: A Needs Assessment to Investigate Benefits and Work Counseling for People with Serious Mental Illness. In this article, a Boise State University course colleague, professor, and I step readers through the NA process. We also share the 10 recommendations for the client aimed at removing barriers in the performance environment, increasing desired behaviours–and ultimately closing the results gap.

Article

Need a hand with an NA?

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References

Chevalier, R. (2003). Updating the behavior engineering model. Performance Improvement, 42(5), 8-14.

Dean, P.J. (1997). Thomas F. Gilbert, Ph.D: Engineering performance improvement with or without training. In P.J. Dean & D.E. Ripley (Eds.), Performance improvement pathfinders: Models for organizational learning systems (pp. 45–4). Silver Spring, MD: International Society for Performance Improvement.

Gilbert, T. F. (2007). Human competence: Engineering worthy performance. Pfeiffer.

Moore, C. (2017). Map it: The hands-on guide to strategic training design. Montesa Press.

Chevalier, R. (2014). Improving workplace performance. Performance Improvement, 53(5), 6-19.

Dessinger, J. C., Moseley, J. L., & Van Tiem, D. M. (2012). Performance improvement/HPT model: Guiding the process. Performance Improvement, 51(3), 10-17.

Marker, A. (2007). Synchronized analysis model (SAM): Linking Gilbert’s behavior engineering model with environmental analysis models. Performance Improvement, 46(1), 26-32.

Moore, C. (2024). How to create a training goal in 2 quick steps. Action @ Work. https://blog.cathy-moore.com/how-to-create-a-training-goal-in-2-quick-steps/#gref