Strengthen your business performance and productivity with a behavior engineering model. Many traditional learning solutions are not tied to business goals and do not provide the ingredients necessary to ensure employee's success. How does an organization create alignment between its key business goals and the objectives of individual contributors while maximizing effectiveness?

It is essential to complete a performance analysis to enable you to custom design a balance of the most appropriate solutions that consistently result in exemplary human performance. 

Human Performance Improvement (HPI) Systems have been developed to effectively deal with this complexity. Their purpose is to select, analyze, design, develop, implement, evaluate, and monitor programs to influence job performance cost-effectively.

Implement the HPI system in your organization and sustain world class performance, week after week, year after year. Participants return to the job with the highest level of competence and a greater understanding of how work supports the achievement of organizational goals!  Prepare for future challenges by obtaining the most timeless performance-based learning content and knowledge sharing systems available. 

The identification of exemplary performance involves interviews, observations and analysis of people performing at various levels. Those techniques are structured around seeking what accomplishments, or outputs are of value; most contribute to star performance. Once the accomplishments are defined, the processes and tasks that produce those accomplishments are mapped. The final step is to determine those factors, such as skills, knowledge, motivation, etc. that most contribute to an individual performer consistently producing those accomplishments.

The performance of employee work groups are typically represented by a bell curve with a handful of star performers, a handful of people performing at some minimum acceptable level, and the majority clustered around an average performance level. The focus is working with those handful of star performers and identifying the likely differences between star and average performance. The underlying concept is that people perform at star levels because of specific, identifiable factors such as:

• Level of experience, unique techniques, and very specific skills and knowledge.
• Process differences and work environment differences involving tools and equipment.
• Performance feedback and other influences that affect the motivation and incentives of star performers.

Tip: Take the initiative to read "Human Competence: Engineering Human Performance" by Tom Gilbert, New York: McGraw-Hill, 1978 (Tribute edition published by HRD Press and ISPI Publications, Washington D.C.,1996)