- When learning something for the first time
- When seeking to learn more about something
- When trying to apply or remember something or adapt performance to a unique situation
- When attempting to solve a problem or deal with something that has gone wrong
- When something changes that requires a change in how work is done[2]
- Transform the learning organization into a performance organization. This requires educating key stakeholders to become champions of performance support.
- Bring business leaders onboard to the fact that learning on the job is better than training before the job. Training before the job should be to help employees learn what “resources are available to help them continuously learn and perform.”
- Upskill the performance support team. The three skillsets that prominently emerge include technology (systems engineer), design (performance support designer or instructional designer) and content (technical writer).
- Educate and manage subject matter experts. Performance support teams must work with others who own the employee work interfaces. These may also include user experience designers, software development teams, and subject matter experts.[5]
- Establish a standard performance support design and development methodology. [6]
- Reduced time to effective performance
- Rapid response to change
- Continuous improvement
- Measurable business impact[7]