Introduction
Heather is in the training department of a large IT organization. She’s been given a training opportunity that consists of designing and delivering interpersonal skills, training, communication skills, networking, and new manager training initiatives (2013). Heather has designed her training classes, and has conducted research into what good communication and networking consists of. Heather has done research on what good managers need to know to be successful, and has tried to deliver classes in an effective and efficient manner for those who attend. Heather has taken the behavioral modeling approach, but has consistently received low ratings. The behavioral approach emphasizes what employees do. This includes how the work is actually done. This approach is popular in situations where the link between behaviors and results is not obvious, outcomes occur in the future, such as initiatives taken by marketing professionals, and poor results are due to factors outside of the employee’s control. If the majority of these factors aren’t present, the behavioral approach may not be the most effective (2013).
Causes of Heather’s Poor Performance
As Heather’s manager, my opinion on what is causing Heather’s poor performance covers a few areas in declarative knowledge, procedural knowledge, and even motivation. I believe a combination of these factors is contributing to the lack of success Heather is having. Heather is having issues with receiving low ratings. Individuals bringing this issue to light are saying she has a hard time answering specific questions and that she doesn’t seem approachable after class when trainees want to ask questions. Heather has realized she is unable to answer questions, leading to her being closed off to the individuals she is teaching and training. The two main issues Heather is facing lie in the facts and in her interpersonal skill level.
Declarative knowledge is the information about facts and things, including information regarding a given task’s requirements, labels, principles, and goals. Procedural knowledge is combination of knowing what to do and how to do it and includes cognitive, physical, perceptual, motor, and interpersonal skills (2013). Facts and interpersonal skills relate directly to declarative and interpersonal knowledge. Discrepancies in skills and facts will directly affect an individual’s interpersonal skill, because confidence will immediately begin to waiver and the individual will become closed off, as is with the case of Heather. When confidence is downgraded amid struggles in the work, motivation begins to drop. Motivation involves the choice to expend effort, the choice of level of effort, and the choice to persist in the expenditure of that level of effort (2013). Heather is facing the choice to persist, as challenges arise despite her better efforts. Heather must determine whether she will give up, or persist in the face of adversity and strive for personal and professional improvement.
Remedy of the Performance Problem
Heather must be made aware of the issues in her performance, and be willing to find solutions to help her fix her performance problems. As suggestions come to the forefront, adaptability will aid Heather in improvement. Adaptability to develop solutions that are flexible to ensure a lasting social impact in a continuously changing world (Dawans & Alter, 2009) Businesses change constantly, and so do the problems that persist. Adaptability is a key trait for Heather in finding a remedy. While issues are present, they don’t need to last throughout the future. Once the knowledge and motivation gaps are understood, leaders of the organization will be able to identify areas where they can best help Heather. Company sponsored trainings, mentor programs, teaching opportunities, and understanding behavioral, results, and traits approach will give struggling employees such as Heather opportunities to remedy their performance issues. Measurement of performance is the first step to turning weaknesses into strengths.
The approach I would use to measure Heather’s performance in the future would be a combination of trait, behavior, and results approaches. The traits approach focuses on traits that have been stable throughout ones life. Heather’s personality would contribute in this case as she is training for structural change within the organization. While her traits may not directly lead to desired results, organizations must understand individual traits in one who is doing training because they need to fit the needs of the trainees. The behavior approach would be beneficial and would play a factor in Heather’s performance management because the outcomes of the trainees will not occur in the present moment. The managers in training will take the learning outcomes and show results in the future. The results approach will be apart of the measurement process because Heather must produce results, in turn leading those being trained to produce results as well. Results will drive the bottom-line of the organization, which is important for sustainable success.
Conclusion
Heather has the opportunity to improve her performance with utilization of different performance management techniques and styles. Poor performance in the workplace may consist of a variety of factors, as is the case with Heather. Self-awareness and a willingness to learn will aid Heather in the process of self-improvement, which will help the organization improve. Heather has the opportunity to establish a new approach to training. Establishing a “customer-and market driven strategy” (p. 13, para. 3) fueled by learning, innovation, and empowerment on every level of the organization is achievable by any organization (Baldrige, 1997). Development of beneficial strategy will aid both the organization and the employee.
References
Aguinis, H. (2013). Performance management (3rd ed.). Upper Saddle River, NJ: Prentice Hall.
Baldridge criteria changed to better reflect performance excellence. (1997). Quality, 36(1),12-16.
Dawans, V. & Alter, K. (2009). The four lenses strategic framework. Retrieved from http://www.virtueventures.com/files/fourlenses.pdf