GILBERT’S BEM

International Society for Performance Improvement (ISPI) and

Association for Talent Development (ATD), the human
performance improvement approach (sometimes referred to
as human performance technology) looks beyond training to
ensure the full system of requirements are in place to foster
effective staff performance.

Behavioural Engineering Model of human performance

improvement acknowledges that staff performance is a
consequence of both the individual’s ability and the
environment they work within.
  INFORMATION
1. Expectations & Feedback
• Clear expectations.
• Frequent feedback on
performance.
ENVIRONMENT
INSTRUMENTATION
2. Tools & Resources
• Right tools for the job.
• Sufficient and timely
access to tools.
MOTIVATION
3. Incentives
• Incentives are sufficient.
• Rewards contingent on
correct performance.

• Clear guidance on • Enough time, money and • Consequences aligned.

performance. other resources. • Correct performance not
inadvertently punished.

4. Knowledge & Skills 5. Individual Capacity 6. Individual Motivation

 

• People have the
necessary knowledge and
skills.
• Training is provided.
INDIVIDUAL
• People have the necessary • People are self-motivated.
aptitude and physical • People are willing to work
ability. for the incentives.
• Performance scheduled

• People are recruited for

• Job aids are up to date for when people are at the realities of the job.
and available. their best.