Data Driven Results

What is preventing you from achieving the success you deserve?

When you’re working hard to accomplish your goals it’s frustrating to realise that there are critical obstructions you don't understand.
Red2Green can help you clarify your current situation by creating baseline data using a process called Human Performance Technology (HPT).

How does Human Performance Technology work?

HPT helps us shed light on your predicament by asking:

• Where are you at now?
• Where do you want to be?
• What is the gap?
• What needs to happen to get there?

Red2Green uses results driven data to measure your progress.

Together we set your benchmark targets and then together we
‘go for it’, bowling over obstacles to your success.

Establishing Baseline Data

Human Performance Technology requires that you first identify where you are at (baseline) and then set benchmarks for achievement (desired results).  The baseline data then becomes a key driver for your change effort.  And it’s enjoyable watching the data gradually head towards your benchmarks.  So what sort of data do we collect?  

The Department of Labour talks about the Seven Key Productivity Drivers.  We normally collect data on all of these. 
They are:

1.   Building leadership and management

We first clearly specify the roles including building competency models.  We then measure incumbents against the job requirements using such things as psychometric assessments and/or 360 degree feedback instruments to give an accurate assessment of capability.

2.   Creating productive workplace cultures

We have a number of instruments you can use for collecting baseline data on your workplace cultures.  This is a fascinating, sometimes surprising and rewarding exercise.  But it’s not always comfortable the first time it is measured.

3.   Encouraging innovation and the use of technology

The ability to innovate, think laterally and to initiate and embrace change is very easy to measure using psychometrics.  However, there is no point in encouraging innovation if, by your actions, you punish people who innovate.

4.   Investing in people and skills

After we have clearly specified jobs and associated competencies, we can then measure capability against these. 
The training and development section of the site makes it clear that we don't train people in things that they don't need training in and we are passionate about that.

5.   Organising work

We encourage you to embrace best practice methods of organising work.  These can be simple or major projects such as the introduction of Lean Manufacturing or Management which works in any setting.  We encourage you to work with our associates who have expertise, experience and a proven track record in this field.

6.   Networking and Collaboration

Again, we can measure the degree to which managers have a preference for doing this.  It’s a complex field and will often cause a person to agree that they are in the wrong job if they don't work that way when the job requires it. You don’t know that unless you bring up clear evidence.

7.   Measuring what matters

We do not measure for measurement’s sake.  But we do measure those things that matter.

Contact Red2Green today.