Solving Workplace Performance Problems: The Power of the Performance Diagnostic Checklist

As a leader, you've likely encountered performance challenges in your organization. Perhaps employees aren't following safety protocols, customer service ratings have dropped, or productivity isn't where it should be. When these issues arise, many managers jump straight to solutions, most commonly more training, disciplinary measures, or incentive programs, without fully understanding the root cause.

What if there were a systematic way to diagnose performance problems before attempting to fix them? Enter the Performance Diagnostic Checklist (PDC): a function-based assessment tool that identifies WHY problems are happening and suggests solutions based on the actual root cause, not assumptions.

What Is the Performance Diagnostic Checklist?

The Performance Diagnostic Checklist (PDC) is a behavioral assessment tool designed to identify the environmental factors contributing to workplace performance problems. Developed by behavior scientist John Austin in 2000 and refined in 2013, the PDC helps leaders pinpoint exactly why desired behaviors aren't occurring and what specific interventions will be most effective.

Unlike traditional performance management approaches that often assume knowledge or motivation issues, the PDC examines four critical categories that impact workplace behavior:

1.  Antecedents & Information: What happens before the behavior that signals or prompts performance? Has the organization provided enough information for the task to be completed?
2. Equipment & Processes: These are the tools, systems, and workflows necessary for successful performance. Are there environmental barriers preventing task completion?
3. Knowledge & Skills: This refers to the capabilities required to perform the task. Does the performer have the right knowledge and understanding to complete the task?
4. Consequences (Motivation): What happens after the behavior that reinforces or discourages performance? Are there appropriate consequences that support motivation for completing the task?

By examining these four domains systematically, the PDC allows you to identify whether your performance issues stem from a "can't do" problem (skill deficits), a "won't do" problem (motivation issues), or environmental obstacles that don't fit neatly into either category.

Why Traditional Approaches Often Fail

Many performance interventions fail because they target the wrong variables. One of the most common misconceptions that the PDC helps correct is the "when there's a problem, throw training at it" mentality. As one experienced program director puts it: "From an organizational standpoint, sometimes you're just flushing money down the toilet because the problem isn't training. There could be something else going on."

Another frequent misconception is seeing performance issues as a "them problem," placing blame solely on employees rather than examining the complex, nuanced system in which they operate. The PDC is objective and function-based, examining the entire system surrounding performers, not just the performers themselves.

Consider these common misguided approaches:

• You implement an expensive training program, but performance doesn't improve (because the real issue was outdated equipment).
• You introduce a new incentive program that gains no traction (because employees didn't understand the expectations in the first place).
• You create detailed procedure manuals that nobody follows (because they’re too complicated to navigate, hard to find, and supervisors aren't monitoring or providing feedback).

The PDC prevents these missteps by ensuring your solution matches the actual problem, distinguishing between:

• "Can't do" issues: (Has the employee shown proficiency? Have they been equipped? Have they been taught?)
• "Won't do" issues: (Are the right contingencies and consequences in place?)
• Environmental barriers: (These may not fit neatly into either category.)

How to Use the Performance Diagnostic Checklist

The PDC is most effective when administered as an interview rather than a survey. Here's how to implement it:

Step 1: Create a Safe Environment

When conducting PDC interviews, ensure employees feel safe being honest. Consider the following:

• Conducting individual meetings rather than group meetings
• Using a neutral third party to gather information
• Guaranteeing anonymity of responses
• Emphasizing that the goal is improvement, not punishment

Step 2: Ask the Right Questions

The PDC[1]  includes 20 yes/no questions across the four categories. Here are some examples:

Antecedents & Information

• Do employees have a written and detailed job description?
• Are job or task aids visible while completing the task?
• Are there frequently updated, challenging, and attainable goals?

Equipment & Processes

• Is the equipment reliable and in good working order?
• Are processes arranged logically without unnecessary repetition?
• Can employees complete tasks without obstacles?

Knowledge & Skills

• Can employees explain what they're supposed to do and how to do it?
• Can employees demonstrate completion of the task?
• Do employees have the capacity to learn the task?

Consequences (Motivation)

• Are consequences delivered contingent on task performance?
• Do employees see the effects of their performance?
• Do supervisors provide feedback on performance?

Step 3: Analyze the Results

After completing the interviews, identify the categories with the most "no" responses. These areas represent your greatest opportunities for improvement and indicate which types of interventions will be most effective.

Step 4: Implement Targeted Solutions

Based on your findings, select interventions that address the specific barriers identified. While the PDC suggests potential solutions, don't be afraid to dig deeper into the behavior-analytic literature if needed. The key is ensuring your intervention remains function-based, addressing the root cause identified in your assessment.

For example:

If Antecedents & Information is the issue:

• Implement task clarification.
• Introduce noticeable prompts or reminders.
• Establish effective goal-setting practices.

If Equipment & Processes is the issue:

• Modify equipment to improve reliability.
• Rearrange workspaces for efficiency.
• Streamline processes by removing unnecessary steps.

If Knowledge & Skills is the issue:

• Implement behavior skills training.
• Provide demonstrations and practice opportunities.
• Offer coaching and feedback during skill development.

If Consequences (Motivation) is the issue:

• Provide meaningful consequences based on performance.
• Make performance outcomes visible to employees.
• Increase frequency and specificity of feedback.
• Reduce the effort required to complete tasks correctly.

Step 5: Track and Share Results

For maximum impact, track performance data before and after implementing your intervention. This allows you to objectively measure improvement and share these results with the employees involved. Using data may help minimize emotions that can come up when discussing performance, as well as demonstrating that management is committed to helping, rather than blaming employees.

A Research-Based Example

In a seminal study evaluating the PDC-HS, researchers addressed a common challenge at a university-based autism treatment center: poor cleaning and organization of therapy rooms between sessions.

The researchers administered the PDC-HS by interviewing supervisors about the performance problem. The assessment identified two key areas contributing to the issue: insufficient training on cleaning procedures and inadequate performance feedback. This highlighted deficits in both the "Training" domain and the "Performance Consequences" domain of the PDC-HS.

Based on these findings, the researchers implemented a targeted intervention package that included training staff on proper cleaning procedures and providing daily performance feedback through visual graphs showing room cleanliness scores. This PDC-indicated intervention significantly improved cleaning performance across all treatment rooms.

Importantly, the researchers also tested a non-indicated intervention (involving task clarification and increased availability of cleaning materials), which proved ineffective. This confirmed the value of using the PDC-HS to identify the specific environmental variables actually contributing to the performance problem rather than implementing generic solutions.

This study demonstrates how the PDC-HS can pinpoint the true barriers to performance and lead to efficient, effective interventions tailored to the organization's and staff's specific needs.

Benefits of Using the PDC Approach

Implementing the Performance Diagnostic Checklist offers several advantages:

1. Resource Efficiency: Target your time and budget on interventions that address the actual barriers to performance.
2. Customized Solutions: Avoid one-size-fits-all approaches that may not fit your specific situation.
3. Employee Engagement: Involving staff in the diagnostic process demonstrates that you value their input.
4. Sustainable Improvement: Address root causes rather than symptoms for lasting change.
5. Data-Driven Decisions: Base your performance improvement strategy on evidence rather than assumptions.
6. System-Focused Analysis: Rather than placing blame solely on employees, examine the broader system in which they operate.
7. Rapid Results: Organizations that implement function-based interventions based on PDC findings typically see quick performance improvements that maintain over time.

Perhaps most importantly, the PDC brings the same scientific approach to organizational performance that behavior analysts use with clients. While organizational behavior may seem more complex, the underlying science remains the same—using function-based assessment to understand why behaviors occur and designing interventions that address those specific functions.

Getting Started

Ready to implement the PDC in your organization? Here are three steps to begin:

1. Clearly define the performance issue: Be specific about what behaviors need to change and how they're currently falling short.
2. Identify key stakeholders: Determine who to interview, including frontline employees, supervisors, and other relevant parties.
3. Prepare your interview approach: Create a comfortable setting and assure confidentiality to encourage honest responses.

Conclusion

In a business environment where efficiency and effectiveness are paramount, leaders can't afford to waste resources on performance interventions that miss the mark. The Performance Diagnostic Checklist provides a systematic, evidence-based approach to understanding why performance problems exist and how to address them effectively.

By examining antecedents, equipment and processes, knowledge and skills, and consequences, the PDC gives you a comprehensive view of the factors affecting performance in your organization. This deeper understanding allows you to implement targeted solutions that deliver measurable, sustainable results.

Rather than asking, "How do we get employees to do better?" start by asking, "What's preventing them from doing their best?" Rather than automatically assuming training is the solution, or that performance issues are a "them problem," use the PDC to objectively assess the entire system.

"Every time I did it, we saw rapid performance improvement that would maintain over time," says Dr. Danielle LaFrance when asked about her experience implementing the PDC-HS. The same scientific principles that behavior analysts apply to other domains can transform your approach to performance management. At its core, the PDC is about matching your intervention to the actual function of the performance problem, ensuring that your solution addresses the real barriers your employees face.

 Download the Performance Diagnostic Checklist

Want to learn more about implementing the Performance Diagnostic Checklist in your organization? Contact us for resources and consultation services to help you diagnose and solve your most pressing performance challenges.