The Human Performance Improvement and Analysis

Human Performance Analysis

Human performance analysis involves looking at how well a certain group of employees function within an organizational framework. The importance of the study is in the chance it provides the organization to identify its areas of vulnerability. The development of initiatives that will help to increase the productivity of the subject staff is positively influenced by analysis. The front-end analysis is another name for human performance analysis. The human resource department should be exposed to the front end analysis given the size of the role it plays in an organizational environment.

Gathering Information Phase

Some of the key steps to be engaged in the front-end analysis include the gathering information phase. In this phase, there is an overriding need to acquire all the information that pertains to the target audience. For instance, in the human resources department, it is necessary that all information that relates to the duties, the position of the personnel and their characters are established.

Problem Analysis

The first stage involves problem analysis (DeSimone & Werner, 2012). This initiative entails the determination of ineffective segments within the department. It seeks to determine the unproductive employees in the given department.

Job Description Option

The next stage comprises the job description option. It seeks to establish the position titles of the employees and further seeks to grasp the knowledge and skills of the employee.

Task Analysis

The task analysis stage involves the analysis initiatives which are aligned towards the establishment of the individual tasks in the human resource department.

Environmental Analysis

The environmental analysis step is intended to assess the physical, economic, and sociocultural factors which may be affecting the front-end analysis process (Mankin, 2009).

Audience Analysis

Lastly, audience analysis hopes to determine the stakeholders to whom the analysis is intended. It captures the skills and educational levels of the audience as well as the uses of the information that is drawn from the front end analysis.

Improving Human Resource Department Performance

In the human resource department, I would begin by interviewing the staff on the different roles that they play in the organization as well as the nature of their tasks (Mankin, 2009). Subsequently, I would also offer them a questionnaire which details the expanse of their roles in the department. I would further seek to establish the factors that affect the employees in the execution of their duties. I would further be aligned towards the determination of ways through which the external factors can be mitigated. Lastly, I would offer my recommendations, based on the previous analysis, on ways through which these factors can be controlled to the head of the organization.

Demographic Factors

Demographic factors such as sex ratio of the personnel involved in the analysis process has the potential to influence the results of the performance analysis on the human resource department personnel. An increased number of male personnel may result in inefficient outcomes given their cautious nature. Similarly, an increased number of females may result in understated or overstated results given the inclination to involve emotions in the assessment process. Similarly, older employees are less likely to participate effectively in the analysis process if the analysis is being conducted by a younger person (Mankin, 2009). Younger employees are more receptive to change and would thus be willing to participate actively in the analysis process. Lastly, the organizational culture has the potential to impede the efficiency of the outcomes if it does not promote open communication. Alternatively, the analysis outcomes will be more effective if the human resource department is more diverse (DeSimone & Werner, 2012). Diversity ensures that all aspects of the departmental operations are captured and further ensures that the interests of every party are addressed to prevent a recurrence of a similar stagnant in the future.

Enhancing Identification of Improvement Areas

Given the demographic and cultural factors in the human resource department, I will need to engage several strategies to enhance my identification of the areas that need improvement. To begin with, I will divide the employees into task groups (Mankin, 2009). For instance, in order to reinforce the participation of the elderly in the research process, I will ensure that I converge the elderly employees into one area. This will prevent the embarrassment that the given segment of employees is bound to feel if the older employees were to be mixed together with the younger employees. Similarly, I will conduct interviews with each of the employees to ensure that the information drawn from the interview is not biased or aimed at proving a given segment of the employees in the human resource department.

The questionnaires that I will use will also promote anonymity. I will not require the employees to detail their personal information in order to prevent subjectification after the conclusion of the analysis process. Lastly, I would ensure that I engage a gender-sensitive language in the analysis process to encourage the participation of all sexes in the analysis process. Lastly, I will converge all the employees and heads of the department into a single setting in announcing the outcomes of the analysis. This initiative serves the purpose of enhancing unity within the department and further streamlining the steps that are to be taken in order to enhance future mitigation strategies.

References

DeSimone, R. L., & Werner, J. M. (2012). Human Resource Development. CA: Cengage Learning.

Mankin, D. (2009). Human Resource Development. Oxford: Oxford University Press.