How to Analyze Mager Pipe Performance Problems
Robert Mager and Peter Pipe's bestselling book, "Analyzing Performance Problems: Or, You Really Oughta Wanna," gives readers an insight into recognizing problems and dealing with them in meaningful ways. Problem identification and resolution can actually be boiled down into a few, necessary questions that you can ask about any situation, ranging from call-center discipline problems to classroom test results. The situations range from simple to complicated, depending on the answers to the questions Mager and Pipe propose.
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Instructions
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Gather as much information as you can about the situation in question. You should be aware of what training employees have, what policies the company currently enforces and what is in the training manual. You should also be aware of the specifics of any situation, such as particular employees' work histories and any disciplinary issues.
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Go down the list of questions that Pipe and Mager recommend for understanding and resolving problems, such as: What is the performance discrepancy? Is it worth pursuing? Can we apply fast fixes? Is desired performance punishing? Is undesired performance rewarding? Are there any consequences at all? Is it a skill deficiency? Could they do it in the past? Is the skill used often? Can the task be simplified? Any obstacles remaining? Do they have what it takes? Which solution is best?
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Review the answers to these questions and act accordingly to solve the issue. For instance, if you have an issue where an employee's ratings are going up and down, but performance is good overall, then it might not be worth pursuing according to question two. For another example, say that you have two employees who don't work well together and it's hurting performance. A fast fix, according to question three, could be to just assign them to different teams to minimize contact between them.
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References
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