Diagnosing Performance Problems Helpcard

by Robert Bacal

Invaluable advice on how to diagnose and identify barriers to performance regardless of current employee levels.No matter what level an employee is performing at, diagnosing performance deficits can improve performance painlessly. Learn how to do it.Most employees work at less than the optimum, but despite a popular belief that performance problems or deficits are caused by employees, it's often the case that it is the system in which the employee works that is causing the problem.Regardless of why an employee is less productive than desired, it's critical that a proper diagnosis be done of WHY there is lost productivity, before any remedial action can occur.Diagnosis part of the performance management and appraisal processPerformance diagnosis should be a standard part of any performance appraisal or management process. Otherwise, what's the point? We want better performance and more productivity, and diagnosis precedes problem solving.Diagnosing Performance Problems walks you through the entire diagnostic process so you can get to the real or root cause, all content that fits on two sides of a standard size 8.5 x11 inch card to save you time.ContentWhat is unique about this is that we don't just focus on causes associated with the employee (attitude, skills, etc) but also discuss other important contributors to performance -- the system (environment) and manager. This focus on the three contributors to performance make it much more likely you can identify the real and complete causes of problem performance. Here's a summary of the * Overview - The Point of Performance Diagnosis * Understanding Performance - What Causes Performance - A three pronged approach * Diagnosis Step-By-Step (explains the steps and cycles of diagnosing performance problems so you can do a complete diagnosis, and use that information to create an action plan to resolve the problem. * Hints and TipsLearn to identify result gaps, behavior gaps, examine the environment work system, and managerial contributions to performance, and identify employee based causes of sub-optimum performance.

17 pages, Kindle Edition

First published January 1, 2010

About the author

I spent far too long in school and higher education, studying various aspects of psychology, education and cognitive science. I finally left the nest, and ended up in Winnipeg, Canada teaching college teachers how to teach, then on to the Government of Manitoba.
About 20 years ago he started his own training and consulting business.
But the more interesting stuff is that in and around 1998, I was approached to write my first book with a major publisher (McGraw-Hill) on performance management.

It must say something for being in the right place at the right time, since what followed were opportunities to write a good many other books, for both McGraw-Hill and Alpha Press (Idiot's Guides).

I've actually lost count of how many books I've written -- it gets complicated when you consider different editions, translations, and books publishers stuck my name on without my actually having to write anything new.

What drives me is the ideas in books, putting things into plain English, and in effect, teaching via the written word.

Eventually, provided I live long enough, and ever get enough money not to worry about money, I'd like to write fiction. Until then I'm still going on the non-fiction stuff.

I love talking to readers, and potential readers, and I love talking about the subjects I've written about, since I don't write books unless I feel driven by my own interests.

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