Performance Consulting

A process in which learning organizations partner with clients either internal or external to
achieve strategic results through the optimization of workplace performance in support of
business goals.
The process uses a systematic and systemic approach to analyzing and diagnosing performance
problems, and then recommends solutions both training and non-training to resolve the
diagnosed root causes of performance problems.
Performance consulting focuses on helping organizations increase productivity by strategically
linking individual performance improvement to enhanced organizational results.
Employ methodologies to identify gaps between current and desired performance and take
appropriate initiatives for bridging these gaps.
Performance consulting is not simply about improving workers knowledge and skills.
It looks at the entire range of organization functions that impact individual worker
performance.
Learning Organisation
"The essence of organisational learning is the organisation's ability to use the amazing mental
capacity of all its members to create the kind of processes that will improve its own"
"Organisations where people continually expand their capacity to create the results they truly
desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is
set free, and where people are continually learning to learn together"
The overall level of an organizations performance can be described in basic terms as the cumulative
impact of three general operational componentspeople, processes and strategyon the
organizations critical business assets.

Processes
Operational Processes - processes that describe an organized series of progressive steps, tasks
and actions required for the execution of core organizational functions and jobs (e.g., a
manufacturing process).
Business Processes - processes that describe the policies and procedures for how an
organization interacts with customers (e.g., sales, order processing).
Leadership Processes - processes that govern the implementation of activities relating to an
organizations leadership and the management of its people (e.g., strategic planning, reporting
structures and human resource policies and procedures.
Operational Processes - processes that describe an organized series of progressive steps, tasks
and actions required for the execution of core organizational functions and jobs (e.g., a
manufacturing process).
Business Processes - processes that describe the policies and procedures for how an
organization interacts with customers (e.g., sales, order processing).
Leadership Processes - processes that govern the implementation of activities relating to an
organizations leadership and the management of its people (e.g., strategic planning, reporting
structures and human resource policies and procedures.
Strategy
Strategy can be defined as the effective application of a limited set of resources in a clearly
defined manner through specific activities to achieve organizational goals.
Strategy defines what an organization aims to achieve (vision) and the manner and approach it
will employ to achieve it (mission).
It may also include elements relating to organization values and behavioral norms.

Critical Business Assets

An organizations critical business assets comprise the primary means or resources employed to
develop and deliver the products and services that customers buy.

Examples of critical business assets can include tangible elements such as raw materials,
equipment, buildings and natural resources as well as intangible assets, often referred
to as intellectual capital, such as proprietary technology, patents, trademarks,
copyrights, and other specialized knowledge. Critical business assets usually define the
very nature of a business.

To be leveraged through expert professional management by individuals who are specialists in

the specific critical assets.
An organizations strategy, processes and people capabilities must be effectively designed and
developed to take maximum advantage of an organizations critical business assets.
Each of these three elements needs to be aligned in a manner that is mutually supportive and
complementary.
Model for Performance Improvement

Performance Consulting Process

Assessment Phase
Intervention Development Phase
Intervention Implementation Phase

Assessment Phase
Identify organizational performance objectives
Identify required worker performance competencies
Identify required worker & organizational best practices
Identify worker performance and best practices gaps
Perform gap-analysis on current personal inputs to worker performance
Perform gap-analysis on current organizational inputs to worker performance
Determine the causes of personal input and organizational input gaps
Generate learning sponsor buy-in to assessment findings
Personal Performance Inputs
Personal performance inputs comprise factors such as knowledge and skills, attitudes, personal
goals and motivation.
These factors individually and in combination, are the principle determinants of the quality of
individual worker performance.
Inputs such as an employees attitude, motivation and personal goals are usually considered to
be the sole responsibility of the worker.
The realization that organizations can and should also focus on these elements can bring about a
dramatic positive change in overall organizational results.
Organizational Performance Inputs
Strategy and Processes can influence the level of individual worker productivity as well as having
a direct impact on organizational results.

Example of organizational inputs would be worker selection and training (processes) and
the level of worker empowerment (strategy).

Intervention Development Phase

Develop personal (worker/people-focused) performance improvement initiatives
Develop organizational (process/strategy-focused) performance improvement initiatives
Generate management support for intervention plan

Intervention Implementation Phase

Set intervention priorities
Generate target group intervention buy-in
Deliver performance improvement interventions
Measure and assess intervention impacts.
7 step-diagram to Performance Consulting

Performance Consultant
Business Partner
Wider Array of Diagnostic Tools
Systems Approach
Expanded Solutions

PC as Business Partner
Demonstrate Business Knowledge
Get Involved with Business Issues
Coach the Client
Become a Single Point of Contact
Proactively Identify Opportunities for Performance Solutions
Diagnostic Tools
Performance Analysis
Process Training Needs Analysis: Surveys, Interviews, Focus Groups, and Observations
Force Field Analysis
Root Cause Analysis (Fishbone)
Climate Surveys
Process Mapping
Systems Approach
Strategy
Clear Expectations
Feedback Loops
Policies
Business Processes
Job Profiles/Fit
Org Structure
Tools/Technology
Competencies
Reward Systems
Environment/Culture

Expanded Solutions
Strategic Planning
Expectations/Feedback
Selection Process
Training
Compensation/Incentives
Process Redesign