Defining the Gap
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Photo By Ammodramus (Own work) [Public domain], via Wikimedia Commons/wiki/File:GliderForces.gif#/media/File:GliderForces.gif
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The difference between the current performance and desired
performance is known as the “gap.” Different human performance technology
leaders vary in they express this difference.
According to Allison Rossett, “[p]erformance analysis is
planning” (Rossett, 2009). She refers to the typical or current performance as “actuals”
and the exemplary or desired performance as “optimals.”
Gilbert expressed the gap as an opportunity. His Second Leisurely Theorem introduced us to the Potential for Improving Performance (PIP). The PIP is the ratio of exemplary performance to typical performance.
Gilbert expressed the gap as an opportunity. His Second Leisurely Theorem introduced us to the Potential for Improving Performance (PIP). The PIP is the ratio of exemplary performance to typical performance.
PIP= Wex
Wt
Wt
To be meaningful, the ratio must use an identifiable accomplishment rather than general idea of competence. Every situation is unique so the PIP is always specific to the situation.
Collect the Data
You will need to find out exactly what makes up either end
of the equation that give you the PIP or the gap. Gilbert writes that any
performance can be measured (Gilbert, 1978). The dimensions of performance
measurement, according to Gilbert, are the following:
These may not all be relevant to every accomplishment, but most will have at least some of these requirements and can be translated to measurements. Therefore, you will need to check your accomplishment against each requirement (Gilbert, 1978).
The organization itself may already collect some metrics that apply to your performance analysis. Methods that can be used to collect data on performance include:
- Quality- Accuracy, Class, Novelty
- Quantity (Productivity)- Rate, Timeliness, Volume
- Cost- Labor, Material, Management
These may not all be relevant to every accomplishment, but most will have at least some of these requirements and can be translated to measurements. Therefore, you will need to check your accomplishment against each requirement (Gilbert, 1978).
The organization itself may already collect some metrics that apply to your performance analysis. Methods that can be used to collect data on performance include:
- Interviews
- Focus Groups
- Surveys/Questionnaires
Set the Goal
You will need a reasonable goal or milestones to be able to
measure the success of our intervention.
Reasonable can mean different things to different people.
Involving the performers in setting the goal can help to make sure that it
feels possible and in the control of the individuals asked to close the
performance gap (Chevalier, 2010).
References
Chevalier, R. (2010). Gap analysis revisited. Performance
Improvement, 49(7), 5-7. doi:10.1002/pfi.20160
Franklin, M. (2006). Performance Gap Analysis. Infoline, (603), 1-16.
Gilbert, T. F. (1978). Human competence: Engineering worthy performance. New York: McGraw-Hill
Rossett, A. (2009). Performance Analysis: Getting It Right the First Time. T+D, 63(7), 82-83.
Franklin, M. (2006). Performance Gap Analysis. Infoline, (603), 1-16.
Gilbert, T. F. (1978). Human competence: Engineering worthy performance. New York: McGraw-Hill
Rossett, A. (2009). Performance Analysis: Getting It Right the First Time. T+D, 63(7), 82-83.