Make and Take GAP Your Programs - Generate Awesome Performance

1
GAP YOUR PROGRAMS:
GENERATE AWESOME
EMPLOYEE PERFORMANCE
Dr. Keith Fulthorp, Assistant Professor
California State University, Long Beach
Department of Recreation & Leisure Studies
1. Have you downloaded and printed a copy of your
handouts?
2. Please sign in with your Agency Name and the
number of people attending the webinar from
your agency today.
3. Type the names of those wanting CEUs for this
webinar with CEU after their name.
(i.e.: Rex Forest, CEU)

IMPROVING EMPLOYEE PERFORMANCE
 Dr. Keith Fulthorp- CSULB
2

GENERATE AWESOME EMPLOYEE PERFORMANCE
 Session Learning Outcomes
1. Identify performance issues that
challenge your agencies
2. Review Clark & Estes (2008)
Gap Analysis Framework
3. Apply the Gap Analysis Model to
identified challenges
3

IMPROVING PERFORMANCE:
Successful programs focus on closing the gap
between goals and current
progress
= gap analysis
4

FROM YOUR PRE-WEBINAR ASSIGNMENT
 Question #1
 In your FEEDBACK BOX –
 Which of the following areas will MOST members of
your group target during today’s webinar?
A. Work Teams/Employees/Personnel
B. Programs/Products/Services
C. Promotions
D. Others
 Refer to Question #4 of your pre-webinar
assignment:
In your chat box, list some ways you
CURRENTLY address these
concerns… 5

GAP ANALYSIS PROCESS MODEL –
CAUSES AND SOLUTIONS
Identify Intended
Performance
Outcomes
Identify Actual
Performance
Outcomes
Determine
Performance
Gaps
Knowledge/
Skill Solutions
Motivation
Solutions
Organizational
Solutions
Evaluate
Results
Analyze Gaps/
Determine
Causes
6

Identify Intended
Performance
Outcomes
Identify Actual
Performance
Outcomes
Determine
Performance Gaps
(Knowledge Skills,
Motivation, Organization)
Knowledge/
Skill Solutions
Motivation
Solutions
Organizational
Solutions
Evaluate
Results
Analyze Gaps/
Determine
Causes
MOTIVATIONAL GAPS & SOLUTIONS
7

KNOWLEDGE & SKILL GAP CAUSES
 Knowledge & Skill causes can be identified
wherever performance issues are related to:
 Employees/volunteers not knowing HOW TO
achieve a goal, or any aspect of a goal
 Identified through ASKING your employees, team,
etc.
 Three Indicators of Knowledge & Skill
Causes
 Communication Issues
 Procedure Issues
 Experience Issues
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KNOWLEDGE & SKILL GAPS
 Stuck on an Escalator video clip
 http://youtu.be/oXCuGvsThEw
After watching the video discuss & share in your chat
box…
• What knowledge and skill gaps were
displayed by the people in the video?
• What knowledge and skill gaps have you
seen with YOUR staff?
9

KNOWLEDGE & SKILL SOLUTIONS
(CLARK & ESTES, 2008, P.63)
Four types of Knowledge & Skill solutions and when to use each type:
1. Not using relevant past experience
that will achieve goals?
Information
2. Not enough relevant past experience
but related expertise?
Job Aids
3. No experience or related expertise
but routine procedure?
Training
4. Not prepared to anticipate or solve a
novel future challenge?
Education
10

JOB-AIDS
 Job-aids are those checklists, reminders, and
notes you leave for employees to use in the
course of their work
 Take a few minutes to review some of the
example job-aids (included as handouts
for this webinar.)
Use the Chat box to answer the following questions:
What kind of job-aids does your agency use?
Do your job-aids tell employees both WHAT to
do and HOW to do the job tasks? 11

TRAINING CHALLENGES
 Poorly designed or delivered training can make
people perform WORSE after a training than
before training
 We often use “experts” to train our staff-
meaning you have your “best” part time
employee assist in the training of new
employees
 Problem: “experts” have automatic knowledge they
forget to share with new employees
 80-90% of what we know is automatic/unconscious
 Experts focus on the 10-20% that is conscious when
training new staff 12

TRAINING SOLUTIONS
 When training, structure
and sequence job
knowledge as the job is
performed
 The first step in
accomplishing a job goal
should be the first thing
trainees learn, the second
step, should be the second
thing learned…etc, etc
13

TRAINING TIPS?
Chat Box Question:
List the most effective training
technique or tools you have used
in your trainings?
14

Identify Intended
Performance
Outcomes
Identify Actual
Performance
Outcomes
Determine
Performance
Gaps
(KS, M, O)
Knowledge/
Skill Solutions
Motivation
Solutions
Organizational
Solutions
Evaluate
Results
Analyze Gaps/
Determine
Causes
MOTIVATIONAL GAPS & SOLUTIONS
15

MOTIVATION GAPS
Active
Choice
Mental
Effort
Persistence
Increased
Performance
16

 Making a choice and initiating action to
pursue a goal
 Actively working toward a goal
 As opposed to procrastinating, avoiding,
arguing or delaying
 Not an intention to do something;
active choice is an active pursuit of a
goal
ACTIVE CHOICE
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 Level of thinking involved in attaining a goal,
or accomplishing a task
 Routine assignments = low mental effort
(automaticity)
 New/Novel challenges = high mental effort
 Determined by level of confidence
 Overconfidence = invest little mental effort
 Under-confidence = persistence and choice
problems
MENTAL EFFORT
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 Starting action, and continuing/sustaining
action until goal is attained
 Many employees are driven by multiple goals
and deadlines
 May start/stop multiple goals, and never
“finish”
PERSISTENCE
19

In your feedback box…
 When it comes to motivating your
employees, which of these Motivation Gap
Causes seem to cause you the most
challenge?
A. Active Choice
B. Mental Effort
C. Persistence
D. All of the above
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After watching the video discuss and
share in your chat box…
In what ways can you change behavior by
making the desired behavior “fun?”
INCREASING MOTIVATION –
THE FUN THEORY
 VW The Fun theory video clip: Piano-Stairs
 http://www.youtube.com/watch?v=2lXh2n0aPyw
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 Suggest reasons and values for
performance goals
 Interest value
 People will easily and quickly choose to do what
interests them the most
 Suggest connections between performance
goals and volunteer’s interests whenever
possible
 Skill value
 Most people do what they believe will challenge
them
 Moderate level of challenge found to be most
motivating
 Utility Value
 Focus on the benefits of finishing the task, not on
lack of interest in the task
INCREASING MOTIVATION
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WHAT ELSE HAS WORKED FOR YOU?
(THINK BACK TO FEBRUARY’S WEBINAR WITH CHRIS CHAMBERLAIN)
What else has worked for you
when trying to motivate your
employees?
Share a few of your best ideas
with the group via the
Chat Box
24

ORGANIZATIONAL GAPS
Identify Intended
Performance
Outcomes
Identify Actual
Performance
Outcomes
Determine
Performance
Gaps
(KS, M, O)
Knowledge/
Skill Solutions
Motivation
Solutions
Organizational
Solutions
Evaluate
Results
Analyze Gaps/
Determine
Causes
25

ORGANIZATIONAL GAPS & MANAGEMENT
The role and function of
Municipal Managers
(Parks, Recreation,
Public Works, Public
Safety, etc.) requires an
understanding of the
complex relationships
and structures that make
up organizations.
Work Processes
Culture
Change
26

CHANGING WORK PROCESSES
 Redesigning work processes can lead to increases
in performance
 Must also accompany appropriate adjustments in
knowledge, skills, and motivation of employees
27

ORGANIZATIONAL PROCESSES
 Be aware that change in one division,
department, process may be causing
performance problems in another division,
department, or process
 When developing solutions to organizational
performance gaps related to processes, be
sure to examine the impact the solution has
based on systems approach
28

WHEN ALL YOU HAVE IS A HAMMER…
29

MATERIAL RESOURCES
 Managers often overlook the design
and availability of material resources as
a potential cause of performance gaps
 To what extent is the availability and
design of material resources available
to employees causing poor
performance?
 Tools- (using a “shovel” instead of a
“rake?”)
 Equipment- (after school rec program with
none?)
 Supplies- (arts & crafts requirement with
no supplies?)
30

CULTURE AND PERFORMANCE
 “Culture is a powerful
force in performance
and a difficult
characteristic to identify
and influence” (p.108).
Organizational Culture
Individuals
Groups
Environment
31

WHAT’S YOUR ORGANIZATIONAL CULTURE?
AFTER WATCHING THIS VIDEO...
(HTTP://WWW.YOUTUBE.COM/WATCH?V=MGPWBKPJDTI)
In your chat box, how
would you describe the
culture of the
organization in the
video?
32

DOES ORGANIZATIONAL CHANGE “WORK?”
 A quick example from
Amazon.com
 Clark & Estes suggest
that
 “the best evidence would
support the generalization
that nearly all available
organizational
development and change
processes fail 2 out of
every 3 times” (p.115) 45,044
Results!!!
33

FACTORS THAT SUPPORT SUCCESSFUL
CHANGE EFFORTS
1. Have a clear vision, goals, and ways to measure
progress
2. Align structures and processes of the organization
with goals
3. Communicate constantly and candidly to those
involved about plans and progress
34

FACTORS SUPPORTING CHANGE
4. Top management must be continually involved in
the improvement process
5. Provide adequate knowledge, skills, and
motivational support for everyone
35

EVALUATING GAP SOLUTIONS/RESULTS
Identify Intended
Performance
Outcomes
Identify Actual
Performance
Outcomes
Determine
Performance Gaps
(KS, M, O)
Knowledge/Skil
l Solutions
Motivation
Solutions
Organizational
Solutions
Evaluate
Results
Analyze Gaps/
Determine
Causes
36

CLARK & ESTES LEVELS OF EVALUATION
• Are participants motivated by program?
• Do participants value the program?Reactions
• Effectiveness during program?
• Changes in knowledge, skill, motivation?
Impact During
Program
• Does program continue to be effective?
• Is new knowledge, skill, motivation apparent?
Transfer of
learning
• Has transfer of learning led to closing the
gap?Bottom Line 37

GAP Your Programs: Generate Awesome Employee Performance- GAP Analysis Form
CPRS DePR Webinar Series- June 2013
Dr. Keith Fulthorp, California State University, Long Beach
Utilize this framework based on Clark & Estes (2008) Turning Research into Results Process Model to identify performance gap
causes, implement performance gap solutions, and measure results to ensure your employees continuously improve.
Employee Name: Area of Responsibility:
Step 1: State Intended Goals or Outcomes: Step 2: Measure Actual Outcomes:
What are the intended employee goals that are to
be accomplished?
1.
2.
3.
What are the actual employee outcomes?
1.
2.
3.
How were the actual outcomes measured?
o Survey o Observation o Inspection o Individual Interview
o Performance Evaluation o Customer Evaluation
o Program Evaluation o Other:
Step 3: Describe Performance Gaps between Intended and Actual outcomes:
Step 4: Determine Performance Gap Causes
Based on the performance gap identified in step three, determine what may be the main cause- generally, performance
gaps fall into one or more of the following areas:
Knowledge & Skill Gap Causes: Motivational Gap Causes: Organizational Gap Causes:
o Communication Issues
o Experience Issues
o Procedural Issues
o Active Choice
o Mental Effort
o Persistence
o Goal Alignment
o Resources
o Organizational Culture
Describe how this caused gap: Describe how this caused gap: Describe how this caused gap:
Step 5: Develop and Implement Performance Gap Solutions
Knowledge & Skill Gap Solutions Motivational Gap Solutions Organizational Gap Solutions
o Job Aids
o Information
o Training (Teach-Train-Test-Trust)
o Education (Teach-Train-Test-Trust)
o Interest Value
o Skill Value
o Utility Value
o Organizational Change
o Resource allocation
o Goal Realignment
Detail Gap Solution/Intervention: Detail Gap Solution/Intervention: Detail Gap Solution/Intervention:
Step 6: Evaluate impact of Performance Gap Solutions
What impact did the gap solution have on increasing performance?
Make and Take GAP Form:
In your work teams, or
individually clarify the
Employee, Program, Area, etc.
you’d like to see improve.
1.State Intended
Goals
2. Measure Actual Outcomes
3. Describe (as behaviorally
specific as possible) what you
WANT to be happening.
4. Describe what is ACTUALLY
happening
5. Determine Gap Causes
1. Knowledge & Skill?
2. Motivation?
3. Organizational?
6. Target Gap Solutions
7. Measure Results 38

be accomplished?
1.
2.
3.
1.
2.
3.
o Experience Issues
o Procedural Issues
o Active Choice
o Mental Effort
o Persistence
o Goal Alignment
o Resources
o Job Aids
o Information
o Interest Value
o Skill Value
o Utility Value
o Goal Realignment
1. State Intended Goals - Identify
an area to target performance
improvement
2.Measure Actual
Outcomes
WANT to be happening.
4. Describe what is ACTUALLY
happening
2. Motivation?
3. Organizational?
7. Measure Results
39

be accomplished?
1.
2.
3.
1.
2.
3.
o Experience Issues
o Procedural Issues
o Active Choice
o Mental Effort
o Persistence
o Goal Alignment
o Resources
o Job Aids
o Information
o Interest Value
o Skill Value
o Utility Value
o Goal Realignment
improvement
specific as possible) what
you WANT to be happening
and what is ACTUALLY
happening (GAP)
2. Motivation?
3. Organizational?
6. Measure Results
40

be accomplished?
1.
2.
3.
1.
2.
3.
o Experience Issues
o Procedural Issues
o Active Choice
o Mental Effort
o Persistence
o Goal Alignment
o Resources
o Job Aids
o Information
o Interest Value
o Skill Value
o Utility Value
o Goal Realignment
you’d like to improve.
improvement
WANT to be happening and
what is ACTUALLY happening
(GAP)
4. Determine Gap
Causes
2. Motivation?
3. Organizational?
6. Measure Results
41

be accomplished?
1.
2.
3.
1.
2.
3.
o Experience Issues
o Procedural Issues
o Active Choice
o Mental Effort
o Persistence
o Goal Alignment
o Resources
o Job Aids
o Information
o Interest Value
o Skill Value
o Utility Value
o Goal Realignment
improvement
(GAP)
2. Motivation?
3. Organizational?
6. Measure Results
42

be accomplished?
1.
2.
3.
1.
2.
3.
o Experience Issues
o Procedural Issues
o Active Choice
o Mental Effort
o Persistence
o Goal Alignment
o Resources
o Job Aids
o Information
o Interest Value
o Skill Value
o Utility Value
o Goal Realignment
improvement
(GAP)
2. Motivation?
3. Organizational?
6.Measure Results
43

FEEDBACK PLEASE…
HOW STRONGLY DO YOU AGREE WITH
THIS STATEMENT?
“As a result of this webinar,
I plan to use the GAP system to
improve performance or
quality at my agency.”
4
4

WHERE WILL YOU GO FROM HERE?
In the chat box…
Please list your favorite
ideas or strategies
you gained from this webinar.

SESSION SUMMARY
 Performance issues stem from:
 Knowledge & Skill; Motivation & Organizational causes
 Measure where you are (goals) with where you’d like to
be (goal achievement)
 Implement improvement programs that are research
based and proven to increase performance
46

NEXT MONTH’S WEBINAR…
4
7
Make and Take Contracting and
Outsourcing Services
 At some point every park and recreation agency,
has or will deal with questions (Should we or shouldn’t
we?) regarding outsourcing services and creating more
successful contracts.
 Invite commissioners, finance, planners and
administrators to this must-attend session.
Craig Bronzan
cbronzan@ci.brentwood.ca.us

CONTACT INFORMATION
Dr. Keith Fulthorp, Ed.D.
Assistant Professor
California State University, Long Beach
Department of Recreation & Leisure Studies
1250 Bellflower Blvd. Long Beach, CA 90840
Keith.Fulthorp@csulb.edu
www/csulb.edu/rls
48

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