|•||How well does the intervention address the root cause(s) of human performance gaps?|
|•||What measurable improvements can be shown?|
|•||How much ownership have stakeholders vested in the intervention, and what steps can be taken to improve that ownership?|
|•||How are changing conditions inside and outside the organization affecting the intervention? ( Kissler 1991)|
This step generates an intervention that is properly monitored and managed in a way consistent with desired results.
After applying or implementing the performance improvement solution, monitoring its effect on performance improvement and on the organization reveals its degree of success ( Deterline and Rosenberg 1992). We examine this issue and provide several evaluation strategies and techniques in Chapter 17.
Improving the client's performance is the performance consultant's main goal. The performance consultant may be a client liaison, interviewer, analyst, project team member, or project manager whose responsibilities vary depending on the structure of the assignment or his or her level of performance, skill, and knowledge. Performance consultants utilize the logical steps of a performance consulting model and may be involved in delivering results in each phase of the performance improvement process in their quest to meet and exceed client needs.