Page 73 - FLL Virtual Binder 2018

Analyzing Root Causes of Performance Gaps
Cause
Symptoms
Factors to Consider
Skill factors
(can’t do ability/ will do attitude)
Performance tends to increase with time as skill improves.
High and low performers tend to be distributed throughout the organization.
The person cannot perform as desired, even if their life depended on it.
Has the employee ever performed the task adequately?
Has the employee received specific training for the task?
Is the task performed infrequently?
Does the employee always perform the task incorrectly?
Knowledge factors
(can’t do ability/ will do attitude)
Performance tends to increase with time as expertise increases or can be task specific depending on direction given.
High and low performers tend to be distributed throughout the organization.
The person cannot perform as desired, even if their life depended on it.
Has the employee been given all the information and direction required for the task?
Does the employee clearly understand the performance expectations of the task?
Has he had opportunity to practice the task?
Does the employee always perform the task incorrectly?
Motivational factors
(can do ability / won’t do attitude)
Performance tends to level off or decrease over time.
High and low performers tend to be only in certain groups or areas.
Quantity objectives may be met but quality or speed may not be.
Employee performs as desired only when actually observed.
Performance fluctuates according to task, recognition, or reward.
Could the employee perform the task as required if their life depended on it?
Has there been regular feedback – constructive feedback as well as praise?
Are there any negative consequences of inadequate performance?
Does the employee know the performance expectations of the job?
Is there an aspect of the process tools, equipment, parts and material that could be frustrating the employee?
Environmental Factors
(can do ability/ won’t do attitude)
Tasks are not being performed to standards for any of quality, quantity or speed.
Low performance tends to be in certain areas
Deadlines are not being met.
Attempts to rectify process are unsuccessful and frustration may be high.
There is a work backlog.
Low performance tends to be quite consistent.
Performance increases when additional support or resources are provided.
Does the employee have inadequate materials, resources or information?
Is the employee interrupted frequently? How would poke yoke help this process?
Has the employee complained about working conditions?
Do rules make task completion more difficult? Do standard operating procedures exist?
Do many other employees have the same problems?
Are the tools and equipment the employee is using working properly?
Front Line Leadership Module: Performance Management
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