Performance Management & Diagnostics

Organisational performance cannot usually be improved through training alone. Performance problems may arise from gaps in skills or knowledge, but they can equally result from organisational structures, unclear responsibilities, ineffective processes, inadequate resources, inappropriate incentives, weak management systems or other barriers to performance.
 

Navigator Consulting uses structured performance diagnostics to identify the causes of organisational and individual performance gaps and determine the most appropriate interventions. The objective is to distinguish between training needs and non-training needs, identify priorities and develop practical solutions that improve organisational performance.

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Performance Diagnostics

Our performance diagnostic methodology typically involves four stages:

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1. Implement a Performance Gap Analysis
   Establish the difference between current performance and the level of performance required to achieve corporate objectives.
    

2. Identify the Causes of Performance Gaps or Opportunities
   Determine why the gap exists and distinguish between issues relating to competencies, organisation, management, systems, resources, incentives and other factors.
    

3. Establish Priorities
   Evaluate the importance and urgency of identified performance gaps according to their impact on corporate, departmental and operational objectives.
    

4. Develop Appropriate Solutions
   Identify practical interventions that address the underlying causes of the performance gap and create opportunities for improved productivity and growth.

 

Gap Analysis

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A performance gap analysis compares the current situation with the desired or planned situation.

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The Current Situation Analysis establishes existing levels of performance, skills, knowledge, competencies and organisational capability. Depending on the assignment, this may also examine organisational structures, management processes, recruitment, compensation, incentives, technology, information flows and other factors affecting performance.

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The Desired Situation Analysis establishes the performance and organisational capabilities required in the future. This is normally derived from the corporate strategy, business plan, operational objectives and interviews with management and other key stakeholders.

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The difference between these two positions provides the basis for identifying performance requirements and determining appropriate interventions.

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Three Levels of Performance

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Performance diagnostics typically need to consider three interrelated levels:

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• Corporate Level: the organisational capabilities, management systems, Human Resources policies and competencies required to execute corporate strategy.
   

• Departmental or Business Unit Level: the specific performance requirements, capabilities and constraints affecting individual departments, functions or operating units.
   

• Individual Level: the competencies, responsibilities, objectives and performance requirements of individual managers and employees.

 

The three levels should not be considered independently. Corporate objectives determine departmental priorities, while departmental objectives ultimately depend upon teams and individuals delivering the required results.

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Training and Non-Training Solutions

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One of the most important outcomes of a performance diagnostic is determining whether training is actually the appropriate solution. An individual skills gap may be addressed through external training, coaching, mentoring, job rotation or structured workplace development. A departmental problem may require customised training across several roles or management levels. Other performance gaps may require no training at all. Appropriate interventions might instead include:

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• Changes in organisational structure or responsibilities;

• Improved management processes and procedures;

• Recruitment or reassignment of personnel;

• New performance objectives and KPIs;

• Changes to compensation or incentive systems;

• Improved information, technology or operational systems;

• Additional resources or management capacity; or

• Changes to policies, working practices or decision-making processes.

 

The purpose of the diagnostic is therefore not to justify a predetermined intervention, but to determine what needs to change and why.

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Performance Management

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Diagnostics establish the starting point. Performance management provides the mechanism for translating the resulting priorities into measurable objectives and monitoring progress. Navigator supports clients in developing performance management systems that connect corporate strategy with departmental, team and individual performance. This can include:

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• Corporate and departmental performance objectives;

• Key Performance Indicators (KPIs);

• Individual objectives and responsibilities;

• Performance appraisal systems;

• Management reporting and review processes;

• Performance improvement plans; and

• Measurement of results following organisational or training interventions.

 

An Integrated Consulting Approach

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Performance diagnostics form part of many Navigator assignments, including Human Resources consulting, due diligence, business planning, restructuring, marketing and sales development, digital transformation and organisational improvement.

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This integrated approach enables us to examine performance problems in their wider business context rather than treating Human Resources, training or individual performance in isolation. 

 

Our objective is to establish a clear connection between corporate strategy, organisational capability, individual performance and measurable business results.