• Vergroot lettergrootte
  • Standaard lettergrootte
  • Verklein lettergrootte
Home Bluff Your Way Into... 4 ingrediënten voor goede prestaties volgens Harold D. Stolovitch, Erica J. Keeps
4 ingrediënten voor goede prestaties volgens Harold D. Stolovitch, Erica J. Keeps

kpi pi kritische kritieke prestatie-indicator

Harold D. Stolovitch en Erica J. Keeps beschrijven in het boek Know-How - The Definitive Book on Skill and Knowledge Transfer for Occasional Trainers, Experts, Coaches, and Anyone Helping Others Learn vier ingrediënten die bepalend zijn voor het leveren van goede prestaties:

job aid harold Harold Stolovitch Erica Keeps

Let's examine the ingredients that go into the application of capability to perform, especially of anything new:

(1) Skill

[T]he ability to do something. The skilled person owns this skill, which can take many forms: o physical (dance the tango, hit a target using a bow and arrow, or type 100 words a minute) o verbal (recite a lengthy poem, spell complicated words, or accurately describe the actions and recite players' names during a fast-moving soccer match) o analytical (diagnose a noisy car engine, solve a mathematical problem, select the best strategy for achieving a goal) o artistic (walk a tightrope, sing an operatic aria, or paint a lush landscape).

(2) Competency

[A]bility that is required for a job, such as suturing a wound, baking a sourdough baguette, or providing accurate and complete directions to a tourist. You always begin with the job to define required competencies. You assess people to identify their relevant skills. You then seek to match a person's skills with job competency requirements. If you cannot perfectly match these, you find those with similar skill sets and suitable characteristics, and then train them to meet the needed competency standards.

(3) Performance

[T]he outcome of doing a task that leads to an accomplishment. (For example, slicing a bagel = doing. Slicing a bagel into two equal halves with smooth surfaces and no injuries = performance.) A person needs competency to perform. In the know-how transfer process, acquisition of performance capability is targeted, and the novice learner becomes equipped to perform.

(4) Motivation

[A] person's internal state, which drives them to engage, act, and persist at doing something. (For example, run a marathon, help a person in trouble, memorize the elements of the periodic table, or convert a customer service request into a successful add-on sale.) Without motivation, while know-how transfer may be present, it is inert because the learner lacks the propelling motivational component to push for application of what they have acquired.

Bron: Know-How - The Definitive Book on Skill and Knowledge Transfer for Occasional Trainers, Experts, Coaches, and Anyone Helping Others Learn, Harold D. Stolovitch, Erica J. Keeps

 

Laatst aangepast op zaterdag, 20 februari 2021 08:18  

Sound structure is a prerequisite to organizational health; but it is not healt itself. The test of a healthy business is not the beauty, clarity, or perfection of its organization structure. It is the performance of people.

Peter Drucker

Banner

Archief

Lean boeken top 5

(maart 2016)
Banner
Banner
Banner
Banner
Banner

We hebben 301 gasten online
Artikelen

organisatie functioneren leidinggevende niveau functioneert peter drucker

Banner

huh?! berthold gunster omdenken

Huh?!
De techniek van het omdenken
Berthold Gunster

Bij Managementboek

Lean boekentips

Banner