Many trainers believe that the number of class hours held, the number of trainees and the number of textbooks compiled are the criteria to measure the effectiveness of training, and this understanding only stays at the primary level. I want to sum up the value of training in the words of 12: supporting strategy, serving business and improving performance.
Be more diligent, the finish line of the goal is to improve performance, and the correct way is to achieve the performance goal. This is a win-win situation for enterprises and employees.
Whether the performance is improved is the only criterion to evaluate the training effect, which is what boss expects to see!
I came across a book "Performance Consulting" and felt very grounded. Although it was written by foreign experts, it was translated by Hongyi, which is very practical.
Let's start with the author of this book. There are five co-authors. They are all big coffees for performance consulting.
First place: Dana Gaines Robinson, a recognized thought leader in the field of performance consulting and human performance improvement. In the past 30 years, as the president and founder of Parterners In Change, she helped the human resources, learning and development and organizational development departments of the organization to change their focus from traditional tactics to performance-oriented strategy.
Second place: james robinson, a leader in performance consulting and human performance improvement. For more than 20 years, James has been the chairman of Change Company Partners, consulting hundreds of organizations to help them achieve their business goals by using performance consulting processes and methods.
Third place: Patricia Sharp Liam Phillips. President and CEO of Return on Investment Institute, which is the main source of capacity building, implementation support, interpersonal relationship and return on investment research. As a well-known expert in the field of measurement and evaluation, she has helped organizations in more than 50 countries to implement ROI methods.
Fourth place: jack phillips. A world-renowned expert in the field of reliability, measurement and evaluation. Jack provides consulting services to Fortune 500 companies and major global institutions. He is the author or editor of more than 75 books and has participated in seminars held around the world.
Fifth place: Dick Hanshaw. Chairman of Handshaw company. Dick is a consultant, speaker, author and advocate in the field of instructional design innovation and quality. He is a pioneer in this field and a designer who uses interactive video to create computer-based training. He has 35 years of professional experience in learning and performance improvement, and has consulted many organizations to help them establish results-based training practices.
This performance consultation is the third revision. These experts retired on 20 1 1, but at the ISPI meeting in 20 13, Jack Philip proposed to re-edit the third edition of Performance Consulting, and they agreed that * * * should be done with wisdom. Later, it was translated and published by Mr. Hongyi in China on 20 16 (praised by Mr. Hongyi here, but for Mr. Hongyi's translation, this book would not have appeared in China, benefiting HR, performance consultants and training managers).
Let's talk about the WeChat friend teacher in the circle of friends, always paying attention to the sharing of Teacher Yi, focusing on performance improvement and providing solutions for enterprises. Very serious and responsible, since the establishment of the "performance consultation" reading club, Mr. Yi has been interacting and solving doubts every day, no matter how busy he is, he will guide everyone and collide with the spark of wisdom!
Teacher Hongyi, CPT, the preparatory chairman of China Branch of the International Performance Improvement Society (ISPI), the chief performance improvement expert of Beijing Huashang Foundation Management Consulting Co., Ltd., an ASTD certified trainer and catalyst in the United States, an IBM MDS (Management Development Service) certified lecturer and tutor, a visiting professor of MBA in university of international business and economics, China, and 20 years of working experience in the training and consulting industry.
I always think that training is business-oriented, pragmatic and supportive of performance. This book is in line with my values. The performance consultation process includes four parts: the first stage, identifying strategic opportunities; The second stage is to evaluate the business and performance requirements; The third stage is to implement and measure the solution; The fourth stage is to report and publicize sustainable results.
Personally, the most valuable thing in the book is the mental model of performance improvement. Training managers can use this model to guide business departments, restore the essence of the problem, find the key reasons, and finally achieve the purpose of improving performance.
The book tells a performance case of communication between the technical director and HR: the problem at that time was that the project that the technical director was responsible for had been delayed, resulting in higher and higher costs. The reason is that when the project is behind schedule, project members have to work overtime, and because of the delay of the plan, extra team members are often needed to join, which increases the cost. At present, the operating cost of this technical director exceeds the budget by 6%. At present, 95% of the project progress has completed 58% of the original goal. This situation has also led to customer dissatisfaction, including the internal operation department also delayed the release of products and new systems. The technical director wants to complete the project plan through the performance appraisal of 50% bonus and add the bonus to the salary. If it cannot be completed within the specified time, 50% of the bonus will not be cashed. This is a negative performance measurement.
So if you are HR, what do you do?
Many HR practices are put forward by the business department and submitted to the boss for approval, and it is ok to agree!
A better HR will probably ask about the current situation and calculate the bonus rate. Maybe 50% will be adjusted. . .
Imagine, after adjusting this performance appraisal, can the project guarantee to catch up with the progress? What if there is a delay? What about brain drain?
So what is the correct way to improve performance?
Don't worry about not finding a solution!
This sentence gives me a sobering feeling!
The mental model of performance consultation has two elements: demand hierarchy, goal-state-cause logic.
1, the demand level includes four aspects.
I think the business needs-the core needs, the top-level needs and other needs all come from it, such as what is the demand of this technical director? His request is not to assess the 50% bonus of everyone's bonus, but to control the operating cost within the budget and complete it in accordance with the prescribed time to get the satisfaction of customers. This demand is very clear, and performance consultants should have clear ideas to guide them, rather than obsessing about 50% and 40% of the assessment;
Performance requirements are to specify the areas where individuals must make more efforts to achieve business goals. How to investigate these needs, you need to find a star employee, not a technical director. Star employees must have their own routines and methods. If the work tasks are separated and star employees do something different from others on their own nodes, they can achieve their performance goals.
Organizational capacity requirements: refers to the infrastructure of the organization, including workflow, information system and incentive mechanism, whether there are factors that hinder the completion of the project team;
Personal ability needs: attitude, knowledge and skills. Perhaps in the process of demand research, it may be because there is something wrong with the mentality of employees, which will lead to the delay of the project. So this demand survey is also necessary.
Pay attention to "people talk" in demand survey. It is a language that business can understand!
2. Goal-State-Cause Logic
Tool gap model
Why is it called the gap model? You can imagine a scene where you and your client are sitting in a car and driving to your desired destination. There are only two seats. Your client is driving in the driver's seat, and you have to navigate beside it. Your customers are decision makers and decide the destination. But your GAPS navigation map needs a guide to provide which way is faster. Therefore, the role is the guide, to provide customers with the best route. Then the model of goal-state-cause logic is this gap diagram tool.
The gap map consists of the following elements:
This model is quite interesting, that is, when encountering problems, we must first clarify the reasons to restore them, instead of improving performance in order to reduce costs. We need to find out what is the reason behind it, rather than improving the evaluation performance, so that customers will be satisfied! Find the most fundamental reason and grasp the core key factors. It also provides a framework and ideas to help clarify the logic of what-why-how to do it.
Tell me in detail what to do.
Maybe many friends will struggle with the difference between the two. Yesterday, some friends also discussed this issue with me. Here is my answer:
The business goal is to pursue the goal, and the performance goal is the assessment goal. Relationship is that the business goal is greater than the performance goal.
Performance objectives are more detailed than business objectives.
For example, the business goal is to pursue zero accidents, high business volume and high quality.
The performance target may be: the order from June to June of 65438 should be greater than XX, otherwise the money will be deducted, and the order from July to June of 65438 should be greater than XX.
The quality is broken down into: what is the delivery qualification rate of XX workshop? How many complaints are there?
Is it necessary to understand the business objectives?
It is necessary! It is the goal that departments, teams or the whole enterprise should pay attention to and achieve in business operation. Whether the focus of this goal is to solve the current business problems or to avoid potential business problems in the future, it can be reflected by quantitative specific indicators.
After the organization's business objectives are clear, the training manager needs to think about "what actions should employees take when performing their duties or what actions should they take to achieve the business objectives?" This problem translates business goals into employee performance goals. In order to obtain sufficient information on this issue, on the one hand, the training manager can fully discuss with the managers of business departments and solicit their relevant opinions; On the other hand, we can also observe and interview outstanding employees in business departments to understand the differences between outstanding employees and other employees in their fields.
A company that produce consumer good. The president of the business department suggested to the president of HR that it is necessary to train maintenance technical engineers and change the selection procedure for this position in order to improve the operation efficiency of the factory.
Then the president of human resources needs to define the business objectives and performance objectives first. Through the previous demand survey, I learned that
Business objectives: the overall production cost is reduced by 15%, the asset utilization rate reaches 85%, the scrap rate is lower than 1.25%, and the on-time delivery rate is higher than 97.5%.
Performance objectives (results and behaviors): achieve preventive maintenance, solve maintenance problems quickly, and provide inexperienced maintenance technical engineers.
By understanding the actual level and the target level, the training manager can find out the gap between the target and the result, as well as the gap between the ideal performance of enterprises and employees and the actual performance.
Let's talk about the last example: the current operating situation: the overall production cost is reduced by 7%, the asset utilization rate is 78%, the scrap rate is lower than 3.45%, and the on-time delivery rate is higher than 89%. And the performance status: some preventive maintenance has been realized, the maintenance problems have not been solved in time, and the maintenance technical engineers are not standardized. The gap is very big at present!
The reasons for the performance gap of enterprises come from three aspects: external factors, internal factors and internal factors. The external factors of an organization refer to factors that are not controlled by anyone in the organization, such as competitive pressure, economic situation, government policies, etc. This is an objective factor and it is difficult to change. We should pay attention to organizational and personal factors. What about organizational and personal factors?
Internal factors of an organization are factors that can be controlled by the organization, including roles and expectations, coaching and reinforcement, incentives, work systems and processes, and availability of information/personnel/auxiliary tools. Among them: (1) Roles and expectations emphasize that employees need to know the specific roles and responsibilities related to their work goals and responsibilities; (2) Guidance and reinforcement refers to the guidance and support system provided by the organization to employees when they perform their duties. The system can not only affirm the good performance of employees at work, but also provide relevant feedback when necessary to help employees develop; (3) Motivation refers to the material and spiritual rewards provided by the organization for employees; (4) Work systems and processes refer to the relevant business systems and processes of employees at work; (5) Availability of information/personnel/auxiliary tools refers to the accuracy and timeliness of employees' access to information/personnel/auxiliary tools needed for effective work. When these five factors are reflected in a positive way, they can promote the achievement of performance; When some factors are missing or hinder, it will hinder the achievement of performance.
Personal internal factors refer to the ability factors necessary for employees to complete their work as required. Among them, knowledge and skills play a decisive role in individual internal factors, while internal ability is related to employees' internal characteristics.
Continue the last case: the investigation shows that the internal factors of the organization are controllable: the factory director has limited counseling and guidance measures for subordinates; Personal internal factors are that many maintenance technical engineers lack enough computer systems and skills to use existing diagnostic tools;
Once the root cause is determined, the two presidents will reach an agreement. In order to solve the problem that the supply of maintenance technical engineers is in short supply, the apprenticeship program has been developed, and new employees can be trained by internal personnel. In order to solve the problem of maintenance technical engineers using low-skilled tools, technical and skill training was implemented. . . . . . Through this series of measures, the business goal was finally achieved.
The gap map of this production situation is clear at a glance. Once the root cause is determined, the two presidents will reach an agreement. In order to solve the problem that the supply of maintenance technical engineers is in short supply, the apprenticeship program has been developed, and new employees can be trained by internal personnel. In order to solve the problem of maintenance technical engineers using low-skilled tools, technical and skill training was implemented. . . . . . Through this series of measures, the business goal was finally achieved.
This is a very typical case through the gap graph model. I have benefited a lot. Of course, there are many guiding technologies and models in each link, which cannot be solved simply by drawing a picture. Only by fully communicating with business departments in all aspects, fully understanding information, constantly cooperating with organizations and integrating resources can we get a solution.
In the book, the details of this model will be described in detail and shared with cases. Interested partners can take a closer look and apply ORID technology to their own enterprises, and there may be unexpected gains!