THE DANGER OF NOT CONDUCTING PERFORMANCE ANALYSIS is that we [human resources and training professionals] are the ones held accountable for both success and failure of our programs and products. Professionals from all types of organizations recite epic tales of training programs that didn't solve the problem, instructional products that solved non-problems, or programs that resulted in entirely unexpected and often unpleasant outcomes.

"Where once we enjoyed a niche defined by familiar activities, like offering classes and facilitating meetings, now we are expected to contribute to results, to the bottom line, to the business of the organization" (Rossett, 97). 

Performance analysis helps training professionals directly contribute to organizational results. Here are two great examples from the field that illustrate the purpose and value of performance analysis.

A consulting group developed and conducted product training for a bank's tellers. The course was a fabulous success...according to the attendees. However, the bank's management was soon calling for re-training. The sales of a particular financial product had not improved.

Rather than blindly scheduling more training, the instructional designers decided to take a closer look at why the tellers weren't selling the product. Several meetings with tellers later, the designers were prepared to show management some hard data and quotes from the tellers that identified a conflicting incentives program. Branch managers and their assistants were being rewarded for moving customers quickly through teller lines. Tellers didn't have time to sell the product. 

Performance analysis lets training professionals proactively partner with their customers, providing valuable service and meeting customized needs with data-driven, coordinated solution systems.

Good performance analysis maximizes training expenditures, ensuring a fertile environment for successful solutions.

Dan Turner LCDR, USN.