Managing Performance Factors: A Sample Checklist

In the May/June issue of iSixSigma Magazine, the article, “Taking the Next Step: How to Eliminate Errors for Good,” offers an approach for managing human performance factors in an effort improve processes in service organizations.

An excerpt of a checklist used to measure human performance factors and gauge risk is featured in the magazine article. The following is a full version of the sample checklist.

Table 1: Sample Performance Factors Checklist

CategoryPerformance FactorsComments
ExperienceStaff turnover rate
Staff experience
Supervisory experienceIndication of ability to guide and make decisions
Percent of transfers/temporary employees
Staffing/ResourcesNumber of open requisitionsIndication of understaffing
TrainingDocumented training programIndication of consistency in employee training
Documented competency assessmentValidates training under conditions of use
PerformanceDocumented expectations for staffLets employees know what “good” is
Documented process for performance feedbackLets employees know how they are performing
Existence of employee development or mentoring programAllows employees to improve and grow
Written directiveDocumented procedures at point of useIncreased opportunity for compliance and consistency
Documented evidence of complianceAudit processes can provide data and drive accountability
PerformanceVisible process targetsIndicates that expectations are established and known
Visible measure of process performanceLets employees know how process is performing
Documented corrective action processLets employees know how and when to react to process measures
BenchmarkingDocumented benchmarking processComparison to similar processes indicates a culture of continuous improvement
Documented benchmarking actionsIndicates action based on benchmark findings
CommunicationDocumented process for directives/questionsA poorly defined communication process may indicate that information is not available when needed
Documented process to confirm receipt of informationCan indicate a culture of accountability and goal focus
Documented process for collecting and acting on stakeholder feedbackStakeholder satisfaction may impact communication and performance
Data handling
AutomationDegree of automated system useManual processes increase opportunity for error
Complexity of tasks
Duration of processLonger processes are more likely to be impacted by change, which increases the risk of performance failures
Number of stepsMore steps often result in more errors
Number of handoffsMore handoffs often result in more errors
Number of people touching processGreater numbers decrease ownership and accountability
Number of interruptions to the processGreater numbers increase likelihood of process failure
Forecasting/schedulingPre-project meetingsIndication of communication and understanding
Project meeting timingIndication of whether appropriate preparation time is available prior to project initiation
Procedure for integrated schedulingThe amount of structure can indicate the appropriate parties are involved and factors are considered
Rate of process change
Standard processStandardization can indicate decreased confusion and greater compliance
Plan changes after pre-project meetingChanges at or near project initiation result in confusion and an inability to plan
Plan changes during projectChanges after project initiation result in confusion and increased likelihood of error
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