Organizational Efforts at Performance Improvement Have Included PHR SPHR Human Resource Development

Human resource professionals looking to advance their career should consider the Hr certification of PHR or SPHR offered by the Human Resource Certification Institute. This exam covers all aspects of HR professionals mastery of the field including Strategic management, workforce planning, HR development, compensation, employee/labor relations and safety. The PHR exams focus in on a HR operational level while the SPHR exam focus is on a HR strategic level. Organizational efforts at performance improvement have included human resource development, quality improvement programs, reengineering and performance technology. These programs are used to identify an organization's major business processes and how they connect to basic inputs and outputs. The goal is to add value. Unfortunately, organizations often don't bother looking at these processes and their connections. Instead, performance improvement efforts simply become independent activities "taking place apart from the core organizational inputs and outputs and having no direct connection to business performance measures."

No matter which approach is used, the standard performance improvement model includes five phases: analysis, design, development, implementation and evaluation. The way you carry out the analysis phase determines whether your performance improvement efforts actually support major business processes or simply devolve into a series of activities that ultimately have little if any effect on the business.

Although everyone agrees that an up-front analysis is essential, the problem is that such analyses usually are not performed according to some standardized, meaningful method. One person's idea of analysis is intense investigation, while another person's is a shallow, simple routine glance. Research and experience show that the analysis phase - with organizational diagnosis and expertise documentation at its core - is the most critical part of the performance improvement process. Without it, the rest is essentially meaningless. Yet, this phase is also the most poorly understood and poorly managed. Many performance programs are driven by compliance concerns, not by concerns about performance. Organizations allow a trainer to deliver programs without regard to their effectiveness. This activity-based view of analysis - a series of program activities thrown together without any true analysis of what the needs are and which programs will meet them - usually consists of superficial opinion surveys that result in program popularity ratings, crude job descriptions and inaccurate task inventories. So if that is what you've seen so far, you're not alone. To make a performance improvement effort valuable to your organization, you must emphasize the preliminary analysis phase in two major areas, both involving tools that are easy to learn and highly effective.

Diagnosis of performance This analyzes the performance variables, including mission and goals, processes, motivation, capacity and expertise at the organizational, process, and individual performance levels. Documentation of expertise This requires analysis of the work expertise employees need to achieve optimal work performance. This analysis includes job description, task inventories and task analysis: procedural, systems and knowledge work tasks.
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