The analyst identifies the causes of discrepancies in the humanperformance of the organization (Rothwell et al, 2012). A discrepancyoccurs when there is a gap between the current performance and thetarget performance of the human resources. In a nutshell, the analystfunctions as a diagnostic tool to establish why the human performanceis below par. The analyst begins by conducting a total evaluation ofthe entire system. The analysts have many labels to imply thedifferent areas of performance analysis that they partake. The namesinclude needs analysis, training needs assessment, and performanceaudit.
According to Mancheno (2008), the role of the analyst takes the formof six phases. Worth noting is the fact that some organizations maynot have to through all the phases. The phases include determiningthe need and the opportunity, defining the requirements for theimprovement, and establishing the drivers for the proposedimprovement. Other roles of the analyst include designing thesolutions, implementing the solutions and conducting an evaluation ofthe efficacy of the solutions.
The role of an analyst helps in the advancement of Human Performancetechnology an organization. The organization uses the findings andrecommendations of the analyst to enhance human performance (Crossmanet al, 2009). Using a doctor-patient relationship as an example, theanalyst is the doctor who writes the prescription and theorganization is the patient who takes the medication. The analystgives the organization the reasons for the discrepancies in itsperformance and the possible modifications to improve humanperformance. For instance, the analyst may find that the reason whyclients spend more time in the organization than the desired durationper client is because the organization is understaffed. The analystwill then recommend the addition of staff members. When theorganization follows the recommendation of the analyst, thediscrepancy will be solved.
Crossman, R. M., Crossman, D. C., & Lovely, J. E. (2009). Humanperformance improvement. Professional Safety, 54(6),63.
Mancheno, S.L. (2008). The human resource craze: Human performanceimprovement and employee engagement. Organization DevelopmentJournal, 26(1), 69.
Rothwell, W. J., Hohne, C. K., & King, S. B. (2012). Humanperformance improvement. Routledge.