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Any
meaningful assessment of aggregate work requires task-based, not
activity-based, analysis
This
distinction is critical when a firm invests in training, tries to
determine staffing levels or evaluates an investment in personnel
development.
| Behavioral
analysis can provide precise descriptions of work. Many companies
have developed descriptions to support multi-skilling, skill-based
pay and other enterprise initiatives. These descriptions may
include task and skill objectives, competency verification
information, job aids, procedures and training.
If the right information is collected, and if it meets specific
requirements for quality, the strategic value of this information
extends far |
PERFORMANCE
INFORMATION SYSTEM MODEL that is a part of Strategic Repertoire
Development. Click on image to see larger version.
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beyond support
of the individual program for which it was generated. The information
is, in fact, so critical that it can be said to represent a strategic
repertoire critical to a company’s success. In fact, this information
can be an essential management tool.
Specific tools—
work processes and software that capture, manage and interpret task-based
information — can provide new and extremely valuable windows
into the operations of a business. These new analytic techniques
enable officers and managers to:
- quantify
costs of performance failures and perform ROI analysis upon them
- drive staff
sizing decisions by value generation and enhancement of core competencies
- perform
ROI analysis on investments in employee development and compensation
- reduce
negative impact from staff reductions
- perform
quantitative analysis on training tasks—and replace subjective
measures of training effectiveness
- increase
training focus and the manageability of training expenditures
- perform
objective, simplified performance appraisals
- create
budget roll-ups based on precise task-level analysis of work requirements
- increase
the probability of success for multi-skilling and skill-based
compensation programs
- define
core business tasks and the skills required to maintain them
.Strategic
Repertoire Development™ is a group of proprietary work processes
with support software. Strategic Repertoire Development bases analyses
of investment and performance on observable, measurable descriptions
of work results instead of classification of ongoing activities. The
result is a new level of accountability and manageability.
What
is it we manage?
Business technology has evolved explicit and complex systems
for managing. It falls short in the way it defines exactly what
is being managed. Successful line management must be able to identify
and direct the mechanism that produces the outcome. Most companies
do not have that information in a useable form.
Strategic repertoires
provide explicit information about the performances that produce
value and the necessary skills for successful performance.
Precise descriptions
of performance are also important to employees. If performance expectations
do not link individual actions with the result being measured, employees
will not see how they can affect the result. If this is the case,
employees at best, will not know what action to take, or at worst,
may not care. For more details see Behavioral
Analysis.
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