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Performance Improvement Standards – a systems view

The International Society for Performance Improvement (through their Standards for Performance Improvement) is very specific in guiding performance improvement consultants and assisting them to stay focused and add value. Whether assessing performance gaps at the individual level, or process level at the organisational level, these specifics apply to all those responsible and accountable for improving performance in their work. Belia Nel explains the standards and the benefits of taking a systems view in this regard.

by Belia Nel

ABOUT THE AUTHOR

Belia Nel is a Certified Performance Technologist and the founder of Leaders of Learners. Contact her on 011 888 1400 and 082 458 5851 or visit http://www.certifiedpt.org/. Please refer to http://www.certifiedpt.org/ for information regarding this process or contact the author at belia@leadersoflearners.co.za.

The International Standards for Performance Improvement are also the guidelines for professional accreditation and certification in the field of Human Performance Improvement. This accreditation process is open to everyone in Human Resources, Training, Organisational Development and all the related HR and performance consulting functions, whether you are performing an internal or external role. It could also be part of your Continuing Professional Development. These standards are:

• Focus on Outcomes;
• Take a systems view;
• Add value;
• Work in partnership with clients and other specialists;
• Be systematic — needs and opportunity analysis;
• Be systematic — cause analysis;
• Be systematic — design;
• Be systematic — development;
• Be systematic — implementation; and
• Be systematic — evaluation.

In the series of articles dealing with the Standards for Performance Improvement we are focusing this month on the second standard.

A systems view
Taking a systems view is vital because organisations are very complex systems that affect the performance of the individuals that work within them. It is important to distinguish a systems approach from a process model:

•  A process contains inputs and outputs and has feedback loops; and
• A system implies an interconnected complex of functionally related components.

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