Performance reinforcement analysis

In order for processes to be effective and sustainable, they need to be in agreement with the motivations of the people performing them. When processes are created in an ad hoc manner—inherited rather than architected—they can slip radically out of sync with job performance and compensation guidelines. This is a big reason so many information projects never gain widespread adoption: in ways not always visible to management, these programs ask individuals to behave against their best interest, to perform tasks that bring them no direct benefit in terms of income or career development. The way to ensure that new processes mesh with human motivation is performance reinforcement analysis. Working with HR directors and managers, we examine current performance guidelines and see how well they align with new processes. We look at the work environment from four perspectives: management, customer, performer, and structural. We document each perspective and the degree to which the current realities are undefined, misaligned, and/or sub-optimal. We frequently find opportunities for significant improvement in several areas where minimal effort can generate significant returns. Through objective analysis of existing data and structured interviews we will identify the degree to which actual performance meets desired performance, the associated root causes, and the relative value of addressing prioritized opportunities.