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Methodology

BEI Consulting employs a holistic approach to performance improvement. This approach addresses both people and process from a future/strategic focus and a day-to-day/operational focus. 

BEI applies the discipline of Human Performance Technology (HPT) to performance improvement initiatives. Our approach RESULTS ensures that the underlying causes of performance problems are identified, and that the most appropriate and cost-effective interventions are applied. 

Click on the individual buttons above for more information about our approach.  

 

 

 

 

 

 

Research and Examine top

Discovery and Interpretation of Facts 

This phase involves the activities of: 

  • Clarifying business goals and strategic objectives 
  • Reviewing existing information and data related to the perceived performance gap 
  • Conducting performance and root cause analyses 
  • Generating Front-End Analysis (FEA) 
  • Clarifying and documenting project scope and objectives 
  • Obtaining client buy-in 

The outcome of BEI's performance and root cause analyses is a clear description of existing and desired conditions surrounding performance as well as the causes of performance gaps. This analysis answers such questions as: 

  • What current results (performance outcomes) are being achieved? 

  • What results are desired? 

  • How large is the performance gap? 

  • What is the impact of the performance gap? 

  • Why does the performance gap exist? 

  • How well do performers see the results or consequences of what they do?

 

 

Shape top

Determine and Direct the Course of Action 

This phase involves the activities of: 

  • Gathering existing information/content related to identified performance improvement need 

  • Determining appropriate intervention(s) 

  • Designing intervention(s) including linkage to business goals, objectives, media, and timing 

  • Generating a detailed outline of intervention(s) and related storyboards 

  • Creating Communication and Implementation Plans 

  • Obtaining client sign-off 

Typically improvement calls for a combination of interventions because performance problems are multi-causal. BEI approaches intervention selection systemically, recognizing that performance is related to process, structure, culture, and skill and knowledge. Training, with on-the-job support in the form of effective tools, documentation, and other related resources, is identified as part of the intervention selection and design. 

BEI uses the following design principles to promote successful interventions: 

  • Base intervention selection and design on a comprehensive understanding of the entire issue 

  • Carefully target interventions 

  • Find a sponsor for the intervention

  • Use teams to design interventions Design cost-effective interventions 

  • Focus on what is most important, possible, and needed 

  • Explore the use of existing programs or off-the-shelf products that may fit a need before incurring the cost of designing a new intervention 

  • Make the intervention as comprehensive as possible given available client resources

  • Ensure that interventions are sustainable over a long period of time 

  • Focus on development and implementation 

  • Use an interactive approach 

 

 

Unfold top

Develop Gradually into a Coherent Whole 

This phase involves the activities of: 

  • Integrating data from FEA, Detailed Outline and available content to create the required intervention(s) 
  • Ensuring ease of transfer, sustainability, interactivity, and usability 
  • Creating graphics, formatting content, and producing masters 
  • Modifying intervention(s) based on pilot with target audience(s) 
  • Obtaining client sign-off 

In this phase BEI prepares the intervention for implementation. This involves the production of any methods, assessments, materials, or job aids that might be required to support the intervention.

 

 

Launch top

Set in Motion

This phase involves the activities of: 

  • Initiating communication process 
  • Initiating implementation plan 
  • Launching intervention(s)  
  • Where appropriate, using management to deliver training and provide the work-force with post-training support 

Implementation of the solution is as important a stage as the analysis and deserves as much time and careful planning. A good solution that is poorly implemented becomes a poor solution. 

Change Management is a critical aspect for successful implementation because interventions often cause some kind of change affecting the organization or the individual. Resistance to change, particularly changes that affect performance, can be a powerful obstacle to implementation. If organizational change isn't addressed adequately, implementation may fail.

 

 

Test and Scan top

Analyze through Repeated, Point-to-Point Evaluation 

This phase involves the activities of: 

  • Determining first impressions of target audience and customers 
  • Testing for increased skill/knowledge and comprehension 
  • Evaluating whether the intervention(s) has affected the way jobs are done and the resulting outcome (applied learning) 
  • Probing for the impact of the intervention(s) on the performance gap and the bottom-line 

After applying or implementing the performance improvement interventions, it is important to monitor the solution to determine its effect on performance improvement and on the organization. BEI helps clients evaluate interventions based on Kirkpatrick's (1975) four levels of evaluation. 

We use the following guidelines to develop a strategy for assessing the effectiveness of an intervention: 

  • First, note reactions from employees, managers, customers and suppliers. What are their impressions of how the intervention has affected them? 
  • Then, determine whether employees are exhibiting a higher level of performance in their jobs. Look to see if the intervention(s) has affected the way employees are doing their jobs, and what they are accomplishing. Are they using the new skills, tools, processes and other resources in their work? 
  • Finally, concentrate on results. Determine the impact of the intervention on the performance gap. It should change for the better in ways that have a positive correlation to business performance and bottom-line concerns. 

Evaluation data help to identify changes in the actual performance of the workforce, determine if the gap between current and desired performance has closed, and verify the "value" of the intervention in the form of worthwhile accomplishments. This type of information is critical to measuring the effectiveness of performance improvement solutions.

 

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