Efficacy of a template creation approach for performance improvement

This article presents the training and performance improvement approach, performance templates (P‐T), and provides empirical evidence to support the efficacy of P‐T. This approach involves a partnership among managers, trainers, and employees in the creation, use, and improvement of guides to affect the performance of critical tasks in the operating environment. The P‐T approach requires much involvement and hands‐on activities by training participants, and, as a result, training groups are not large. Given that limitation, a comparison of employees trained with P‐T methods and employees trained in more conventional methods indicates that the P‐T approach can lead to improved performance to some extent over a fairly short period.