There are many possible reasons for poor performance. In the past, documentation or training was the only solution to these problems, as phrases like, "It's a training problem," or "We'll put it in the manual" were catch-all solutions to poor processes. Thomas Gilbert's Model analyzes performance deficits from six standpoints. The interventions to overcome performance barriers have the highest leverage (cheapest to implement for highest return) from box 1 to 6. In other words, if the problem can be solved through better communication of expectations, it is more effective, easier and cheaper to the organization than a training program to teach performers a task they don't understand.
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Information |
Instrumentation |
Motivation |
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Environment (organizational factors) |
1. Data, information Do performers know what is expected? Interventions: Communication, clear statements of purpose and expectations |
2. Resources, tools, environmental support Do performers have what they need to perform? Interventions: Open supervisor support, appropriate tools, applications |
3. Consequences, rewards, incentives Do performers get appropriate feedback? Interventions: Consistent and immediate feedback of results, consequences must be linked to performance |
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Performer characteristics (personal factors) |
4. Knowledge, skills Do performers have the knowledge or skills to perform? Interventions: Training, Job Aids |
5. Capacity Are performers capable of performing? Interventions: Selection process |
6. Motivation Do the performers care about the job or their performance? Interventions: Selection process |
In analyzing the root causes for a performance issue, we often will identify issues and solutions that have nothing to do with documentation or training. Because of this, we are no longer limited to those solutions, but can design performance centered systems leveraging all of the tools at our disposal.