Performance assessment has three components. Most managers/ supervisors do an adequate (if intuitive) job with the first two - comparing actual performance to desired performance and identifying gaps. Unfortunately, we often skip the critical third step of determining WHY the performance gaps exist. Until we know why actual performance and desired performance are not the same, we're not prepared for corrective action. 

Have you ever had people trained and then later been disappointed by the results? Most of us have. This doesn't mean the training was poor; it may mean that your decision to have the person trained was poor or that work environment factors need to be addressed in conjunction with the training. Human performance is complex and is almost always dependent on numerous factors, not just on whether or not a person knows how to do a job. (If only it could be that simple.) Perhaps the person requires better documentation, modified working hours, access to better tools, incentives, job aids, or a supervisory change. The work environment has a huge influence on whether employees will do what they're qualified and/or trained to do. 
 

The Certification and Training Group can assist you with the details of performance assessment, but here are some basics to get you started: 

1. Is there a performance discrepancy (a difference between "is" and "should be")? 

2. Does it matter? (Yes - does it matter? If it doesn't affect quality, don't waste time on it.) 

3. Does the employee know how to perform the required task(s)? 

Give question #3 the careful thought that it demands. Don't assume; collect facts. If you don't know whether an employee knows how to do a job, you have to find out. 

Key Points to Remember:  
If a person knows how to perform a task but isn't doing it (for any of various reasons), training-or more training - won't help. Other actions are required. 

If a person does not know how to perform a task, training may or may not be required. 

(See the topic - When is training appropriate?