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Population analysis is important to any HPI Solution to identify employee issues that may hinder or support proposed solutions.
By analyzing the demographics of stakeholders via a population analysis, practitioners can determine who will participate in the intervention and identify any education or experience factors, physical needs, and cultural influences that need consideration.
After a WLP professional identifies a performance gap, he/she must then select and implement a solution to bridge the gap. When in this process should a resource analysis be done?
When considering appropriate interventions to bridge the performance gap, a resource analysis should be done. Review HR and SMEs needed for proposed interventions, determining if skills needed are in-house or if an external resource (vendor) is needed. Identify physical resources, systems and equipment.
A WLP professional has conducted a root cause analysis and is ready for the next step in the HPI process, which should be:
- Improving structure and process
- Improving resources
- Improving information
- Improving knowledge and skills
- Improving motives
- Improving wellness
The intervention category "Improving Structure and Process" covers:
Conflict management, process improvement, process redesign, technology solutions, and ergonomic solutions.
The intervention category "Improving Resources" covers:
Physical resources, such as tools, equipment, furniture, hardware, software and environmental resources such as temperature, lighting and ventilation.
The intervention category "Improving Information" covers:
Focuses on effective distribution, management, and storage of information about different individuals, teams, and departments in an organization. Newsletters, knowledge management, and other solutions in this category are designed to improve information exchange within the organization.
The intervention category "Improving Knowledge and Skills" covers:
Improving the essential knowledge and skills that are required for job performance. Some examples are accelerated learning, action learning, coaching, competency modeling, electronic performance support systems (EPSSs), job aids, on-the-job training, case studies, role plays, experiential activities and self-directed learning.
The intervention category "Improving Motives" covers:
Improving performers' levels of interest, enthusiasm and commitment. Motivational systems and other inventions in this category provide external incentives and internal value to each performer's job activities. Root causes can include: lack of feedback, competing priorities, conflicting values, rewards for incorrect behavior, punishments for appropriate behavior, lack of appreciation for accomplishments, lack of adequate compensation, benefits and monetary rewards, and inadequate structure.
The intervention category "Improving Wellness" covers:
Performers' physical and mental health that have an effect on job performance. Energy management, work-life balance, and other solutions are designed to provide performers' physical and mental health, endurance and energy level and to compensate for disabilities.