Performance Pyramid - NOP
Performance Pyramid - NOP
Performance Pyramid - NOP
Performance Improvement
is the
TARGET
Performance is key to a person’s success and that is integral to the organization’s success. However,
the organization is always surrounded by challenges, which hinder performance. These Performance
Challenges, specifically in the area of ‘the work’, ‘the worker’, and the ‘the work environment’, are a
result of a measured disparity between the ‘desired’ and the ‘actual’ state of work performance or the
expected disparity between the ‘desired’ and the ‘actual’ state of work performance.
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This disparity, once broken down and analyzed, leads to a specific set of gaps. These gaps could be
in the 3 specific areas, such as, knowledge gaps, skill gaps, and attitudinal gaps (including Motivation
& Expectations).
These gaps could be handled in many a ways such as by giving Training interventions, Coaching
interventions, Consulting interventions and Non-Training interventions. Training interventions help
build the skills and self-efficacy in the trainees.
Performance Pyramid
Skill
If people don’t know how to do it, they can’t do it. No amount of incentives or exhortations or threats
will get them to do it. Without skill there can be no performance.
If they don’t know what to do and how to do it, and if they need to be able to do it, then someone will
need to teach them to do it. But skills are not developed merely by listening to someone talk about
how to perform. Skills are developed and strengthened through practice, through the actual doing of
those work tasks.
Self-Efficacy
Self-efficacy refers to the judgments people make about their abilities to execute particular courses of
action – about their ability to do specific things. For example, “I know I’m a good golfer;” “I know I can
beat my sales record of last year;” “I know that my fencing skill is the best in town.”
Self-efficacy isn’t about the actual skills people have; it’s about the judgments they make about the
strength of those skills. People with low self-efficacy don’t believe they can do the things they actually
can do. “Oh, well, I didn’t take the job offer because I didn’t think I was really good enough.”
Don’t confuse self-efficacy with self-confidence, which is a much more generalized way of referring to
one’s feelings, and often refers to the expected outcomes of one’s actions.
There’s more. People with strong self-efficacy will not only be more willing to try, they will be more
willing to persist in the face of obstacles, failures, or embarrassment. They are less likely to give up in
the face of adversity. Thus, strong self-efficacy makes people less vulnerable to on-the-job conditions
that aren’t always supportive. How can you get people to “try, try again” in the face of difficulties or
failures? Make sure you (and anyone training others) apply efficacy-strengthening techniques.
Opportunity to Perform
Without the opportunity to perform, there will be no performance. Opportunity means being provided
with items such as:
If you were an accomplished sitar-player but didn’t have a sitar, you wouldn’t be able to perform sitar
solos. No sitar, no performance. By the same token, if you had a sitar but lived in a state where
Performance Pyramid
playing the sitar is prohibited, you wouldn’t be able to perform (without running the risk of being
caught by the anti-sitar police). If you don’t have the tools to do your job, or a place in which to do it,
you won’t be able to perform. No opportunity, no performance.
Or, as the trainers say, use it or lose it. Unlike fine wines, skills do not
You can’t store training! improve merely with the passage of time. Think about the courses you
took in school. Are you as sharp on each of those subjects as you
Use it or Lose it. were when the course ended? No? Why not? You’ve forgotten a lot of
the information or skills because you haven’t used them – because
you haven’t practiced them. Essentially, Use it or Lose it.
Supportive Environment
Suppose that every time you sat down to work on a budget, your boss came in and whacked you
about the head and the shoulder with a rolled newspaper or showered you with verbal abuse. How
long would you continue to work on budgets? Or, suppose that you were ridiculed by your peers every
time you offered a suggestion at a meeting? How long would you continue to offer suggestions? Or,
suppose that every time you made a worthwhile suggestion you were requires to head the committee
organized to implement it? Or, suppose that every time you came in under budget, your budget was
cut off for next year. No supportive environment, no performance.
Performance then requires the presence of skill, self-efficacy, opportunity to perform, and a supportive
environment. Take away any one of those ingredients and the performance will suffer, or worst, will
never appear.
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