Results, Roles and Relationships: CEP Advises Organizations on Critical Elements for Being Truly Performance-Based. Tips for Determining if Your Organization Aligns with Best Practices

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Many training departments are attempting to become performance-based instead of activity-based. Organizations that are attempting to follow best practices will benefit from a clear understanding of what it means to be performance-based. In this release, CEP provides tips for organizations that are assessing whether they meet the criteria to be called performance-based. Please contact me if you’d like to speak with Ann Parkman, our President, regarding this issue.

Many training departments are striving to move from the old activity-based model that measured success by the number of “butts in seats” to one that focuses on performance results. While a performance-based department is generally considered to be best practice, “performance-based” is a widely-used term with many meanings.

In business, organizations measure their success by evaluating financial performance. That performance is derived from the value customers find in the organization’s products and services. Similarly, in the training world, success should be determined by evaluating job performance, and how well job performers are able to meet the organization’s requirements.

“The primary goal of the training department should be to provide products and services that directly impact the business results of the organization,” says Ann Parkman, President of the Center for Effective Performance (CEP).

To be considered truly performance-based, the training organization should feature these four major elements:

1.    The training organization’s goals are aligned with the business goals

2.    Before any solutions are selected, a thorough analysis is completed

3.    The selected solutions focus on job performance, not subject matter content

4.    When training of some kind is required, a systematic performance-based learning design methodology is used (Criterion-Referenced Instruction is the very best example)

CEP advises organizations who truly want to be performance-based to assess themselves in five best practice areas:

1. Focus on Results - Improve Job Performance

The training department must be certain that procedures are in place to ensure that training (instruction) is not implemented as a selected solution unless it is called for as a result of thorough analysis.

2. Training and Performance Improvement Methodology

Adopting the best practices Criterion-Referenced Instruction methodology will guarantee that training focuses solely on skills needed to meet job performance expectations.

3. Performance Measurement - Measure Results

The training department should lead the organization in aligning and standardizing performance measures. Notes Parkman: “Links should be strengthened between major business goals and pre-employment hiring assessments, training, skill checks, and performance reviews.”

4. Organization Structure - Develop Strong Relationships

The training department’s structure should promote and support strong relationships with the appropriate business unit leaders.

5. Staffing Strategy - Define Roles and Responsibilities

Training department members must have the skills and processes needed to improve job performance throughout the organization, including a performance management process that serves as a role model for the organization.

One of the goals of directors or managers of training departments should be to build a training and performance improvement department that directly impacts the organization’s bottom line. CEP’s Workforce Performance Consulting Services group can provide organizations with the recommendations and strategies to meet this goal.

About CEP

The Center for Effective Performance (CEP) is the industry leader in helping organizations turn their workforce into a competitive advantage. For two decades, CEP has helped clients execute critical strategic initiatives, including sales performance improvement, customer service enhancement, ERP and proprietary systems implementations, best practice implementation, new product launch success, and address people issues resulting from mergers, acquisitions, and restructuring. With 26 international awards, and 800 years of collective experience, our expert consultants help align workforce performance to business strategies, create a performance-based culture, and develop training with guaranteed results.

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Paula Alsher
Center for Effective Performance
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