Improving People Performance

performance management

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Behaviour-based Change
Our approach starts from the premise that behaviour is a function of its consequences: people will only develop habitual behaviours if the consequences that follow them are reinforcing. Management controls the consequences, so if behavioural change is to be achieved, they have to be deeply involved.

Managers often make the mistake of thinking that new systems – like a new computer system - are the answer to increasing performance. People can defeat any system if they want to. But if they are properly motivated, they can make it work to its full potential.

Behaviour-based Performance Management teaches managers how to achieve performance improvement through the systematic use of data, continuous feedback and consequence management – leading to the positive reinforcement of productive behaviour.

Both positive and negative reinforcements influence behaviour; the difference is that with negative reinforcement behaviour only improves to minimum acceptable standards. With positive reinforcement, accurately aligned to precise behaviour goals, discretionary effort and commitment are fostered to drive maximum performance.

The key to making Performance Management work is pinpointing, knowing in precise detail the behaviours you want to influence – which is difficult because managers have been taught to pinpoint results, not the behaviour it takes to get them. Only with effective behaviour pinpointing can reinforcement successfully be applied – bearing in mind that what will motivate people varies from individual to individual.

Once Performance Management is in place, it tends to be self-perpetuating. Small improvements continually build on previous small improvements, making a large, and what is more sustainable, improvement in the long term.

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