Changing Human Performance to Improve Business Processes

Changing Human Performance to Improve Your Business Processes Guy W. Wallace Certified Performance Technologist President – EPPIC, Inc. www.eppic.biz

Agenda • Quick definition of: HPT - Human Performance Technology • An example HPT Methodology, Model-set and Tool-set …by way of… • Example HPT Project Outputs from my 150+ projects since 1982…

Ishikawa Diagram Men Materials Any Any Process Process Methods Machines Also Known As: Fishbone Diagram, Cause & Effect Diagram

…human performance is: “those valued results produced by people working within a system.” Assumptions: - A technology is a set of empirical and scientific principles and their application - Human Performance Technology is the technology concerned with all variables which impact human performance - All organizational processes and practices impact the production of valued results, whether positively or negatively and whether those results go measured or unmeasured, acknowledged or not. (Everything that an organization does affects what it accomplishes, whether or not the results are acknowledged or desirable.) - The purpose of all organizations is the same: to create value for their stakeholders; this is accomplished by aligning all processes, practices, and resources to maximize the production of that value. - We collaborate with and value the expertise of other disciplines; human performance technology becomes the integrator and multiplier. Definition from an ISPI Task Force Report to the Board, January 2004 ISPI – International Society for Performance Improvement

HPT Systemically & Systematically Men Materials Any Any Process Process Methods Machines

The Big Picture of Process L C Enterprise level Performance S L BU/Function level C S Department level Human Asset Requirements Leadership Systems & Processes Process Map View Performance Model View Knowledge/Skills Area of Performance: Attributes/Values Role Key Key Roles/Responsibilities dE Typical Prob. Gap 1 dK Outputs Tasks 1 2 3 4 5 Perf. Gaps Cause dI Core Systems & Processes Role Data/Information Process < Performance Map = 2 Model Role < Materials/Supplies 3 = Tools/Equipment Role Facilities/Grounds 4 Systems & Processes Support Budget/Headcount Role Role: 5 Culture/Consequences Environmental Asset Requirements Systemically-----------------------------------------------------Systematically

The Big Picture of Process Performance L 1- The Process What is required depends on the balanced C S The process must be designed for efficient requirements of all of the Stakeholders L C delivery to meet stakeholder metrics S Human Asset Requirements Leadership Systems & Processes Process Map View Performance Model View Knowledge/Skills Area of Performance: Role Roles/Responsibilities Attributes/Values dE dE Key Key Typical Prob. Gap 1 dK Outputs Tasks Perf. Gaps Cause 1 2 3 4 5 dI Systems & Processes Role Process < Performance Data/Information Core 2 Map = Model Role < Materials/Supplies 3 Role = Tools/Equipment Systems & Processes Facilities/Grounds 4 Support Role Role: Budget/Headcount 5 Culture/Consequences Environmental Asset Requirements 2- The Human Asset Enablers 3- The Environmental Asset Enablers Humans bring several types of attributes/ The environment provides several types of enabling capabilities to the enterprise processes that they assets for the humans to use while performing the job; work in and to the environmental assets that they these include work with; these are Data/Information Awareness, knowledge, skills Materials/Supplies Physical attributes Tools/Equipment Psychological attributes Facilities/Grounds Intellectual attributes Budget/Headcount Values Culture/Consequences What is required depends on both the process performance What is required depends on both the process performance requirements and the environmental supports available requirements and the human capabilities available

For Any Process/Processes Process Map View Performance Model View Human Asset Requirements Area of Performance: Role Key Key Key Roles/Responsibilities Key Roles/Responsibilities Typical Prob. Gap dK Typical dE dE 1 Outputs Tasks 1 2 3 4 5 Perf. Gaps Cause dK Outputs Tasks Perf. GapsCause dI dI Knowledge/Skills Attributes/Values Role 2 Role < Data/Information = Materials/Supplies 3 Tools/Equipment Role Facilities/Grounds 4 Budget/Headcount Role Role: Culture/Consequences 5 Environmental Asset Requirements

Human Asset Enablers* • Awareness/ Knowledge/ Skill • Intellectual Attributes • Psychological Attributes • Physical Attributes • Personal Values *…of a well designed process that is capable of meeting stakeholder requirements for both process and output

Asset Management Systems HAMS – Human Asset EAMS – Environmental Asset Management Systems Management Systems & Processes & Processes Organization & Job Redesign Systems Data & Information Systems Staffing & Succession Planning Systems Materials & Supplies Systems Recruiting & Selection Systems Tools & Equipment Systems Training & Development Systems Facilities & Grounds Systems Performance Appraisal & Financial Systems Management Systems Culture & Compensation & Benefits Systems Consequence Systems ©2002 EPPIC, Inc. Reward & Recognition Systems

Targeting the HAMS Provisioning Systems Human Asset Management Systems Human Assets & Processes A/K/S - Intellectual - Psychological - Physical – Values Organization & Job Redesign Systems x ! This would change the configuration of needs by job ! x x x Staffing & Succession Planning Systems x x x x x Recruiting & Selection Systems x x x x x Training & Development Systems x (x) (x) (x) (x) Performance Appraisal & Management Systems x x x x x Compensation & Benefits Systems x x x (x) x Reward & Recognition Systems x x x x x

Performance Modeling Process Map View Performance Model View Area of Performance: Role Key Key Key Roles/Responsibilities Gap dK Key Roles/Responsibilities Typical Typical Prob. dE dE 1 dK Outputs Outputs Tasks Tasks Cause 1 2 3 4 5 Perf. Gaps Perf. Gaps Cause dI dI Role 2 Role < 3 = Role 4 Role Role: 5

Performance Model “Areas of Performance” example

Performance Model “Areas of Performance” example 2

Performance Model chart example

Performance Model chart example 2

The Enablers of Process Performance Human Asset Requirements Knowledge/Skills Attributes/Values Data/Information Materials/Supplies Tools/Equipment Facilities/Grounds Budget/Headcount Culture/Consequences Environmental Asset Requirements

Enabling K/S Categories example

Enabling K/S Categories example 2

K/S Matrices chart example Copyright Law xx x x x xxxxx x x

K/S Matrices chart example 2

In the Final Analysis… How well do your current HAMS affect the human assets available to your most critical Processes? Do they meet the needs of the business processes “by design” for … Yes No Performance-based Organization & Job Redesign Systems Performance-based Staffing & Succession Planning Systems Performance-based Recruiting & Selection Systems Performance-based Training & Development Systems Performance Appraisal & Performance-based Management Systems Performance-based Compensation & Benefits Systems Performance-based Reward & Recognition Systems

Apply the Right Improvement Method to the Right Need for the Right Affect Men Materials Any Any Process Process Methods Machines

HPT Systemically & Systematically Men Materials Any Any Process Process Methods Machines

The Big Picture of Process Performance L 1- The Process What is required depends on the balanced C S The process must be designed for efficient requirements of all of the Stakeholders L C delivery to meet stakeholder metrics S Human Asset Requirements Leadership Systems & Processes Process Map View Performance Model View Knowledge/Skills Area of Performance: Role Roles/Responsibilities Attributes/Values dE dE Key Key Typical Prob. Gap 1 dK Outputs Tasks Perf. Gaps Cause 1 2 3 4 5 dI Systems & Processes Role Process < Performance Data/Information Core 2 Map = Model Role < Materials/Supplies 3 Role = Tools/Equipment Systems & Processes Facilities/Grounds 4 Support Role Role: Budget/Headcount 5 Culture/Consequences Environmental Asset Requirements 2- The Human Asset Enablers 3- The Environmental Asset Enablers Humans bring several types of attributes/ The environment provides several types of enabling capabilities to the enterprise processes that they assets for the humans to use while performing the job; work in and to the environmental assets that they these include work with; these are Data/Information Awareness, knowledge, skills Materials/Supplies Physical attributes Tools/Equipment Psychological attributes Facilities/Grounds Intellectual attributes Budget/Headcount Values Culture/Consequences What is required depends on both the process performance What is required depends on both the process performance requirements and the environmental supports available requirements and the human capabilities available

Book: lean-ISD Additional available from Amazon.com Chapter: “Modeling Mastery Performance References/ and Systematically Deriving the Enablers for Performance Improvement” in the Resources Handbook of Human Performance Technology, James Pershing editor Newsletters & Articles on the EPPIC Web Site: – Pursuing Performance –quarterly newsletter – Performance Modeling & Human Asset Enabler Analysis www.eppic.biz – Lean-ISD via the PACT Processes for Training & Development – Lean-ISD White Paper Also- there is a – The Training Factor of the Quality Equation quarterly series of – Technology Transfer Using the PACT columns by Processes for T&D Guy W. Wallace at – Continuous Improvement and Training BPTrends.com – Managing Human Assets – Using a Group Process to Create Models and Matrices

Guy W. Wallace has been in the T&D field since 1979 and an external training and human performance improvement consultant Guy W. Wallace since 1982. Background & Experience His clients over the years have included over 40 Fortune 500 firms, plus NASA, NAVAIR, Clients since 1982 NAVSEA, and non-US firms: BP, Novacor, 2000—Today…Abbott Laboratories, AMS, CACI, Opel, and Siemens. Eli Lilly, Fireman’s Fund Insurance, General Motors, GTE, Johnson Controls, NASCO, NAVAIR, NAVSEA, He has analyzed and designed/ developed Norfolk Naval Shipyard, Siemens Building training and development for almost every Technologies, and Verizon. type of business function and process. He is the author of three books, several 1990—1999…Abbott Laboratories, ALCOA, chapters, and more than 50 articles. He has ALCOA Labs, Alyeska Pipeline Services Company, American Management Systems, Amoco, AT&T presented more than 50 times at Network Systems, Bandag, Bank of America, Baxter, international conferences and local chapters Bellcore-Tech, British Petroleum-America, Burroughs, of ISPI, ASTD, and at IEEE, Lakewood CCH, Data General, Detroit Ball Bearing, Digital Conferences, ABA, the Conference on Equipment Company, Discover Card, Dow Chemical, Nuclear Training and Education, and the EDS, Eli Lilly, Ford, General Dynamics, General Midwest Nuclear Training Association. Motors, H&R Block, HP, Illinois Bell, Imperial Bondware, MCC Powers, NCR, Novacor, Occidental He has served on the ISPI Board of Directors Petroleum Labs, Spartan Stores, Sphinx as the Treasurer on the Executive Pharmaceuticals, Square D Company, and Committee (1999–2001) and later as the Valuemetrics. President-Elect for 2002-2003, and President for 2003-2004. 1982—1989…ALCOA, ALCOA Labs, Ameritech, Amoco, Arthur Anderson, AT&T Communications, Guy’s professional biography was listed in AT&T Microelectronics, AT&T Network Systems, Marquis’ Who’s Who in America in 2001. Baxter, Burroughs, Channel Gas Industries/Tenneco, Dow Chemical, Exxon, Ford, General Dynamics, HP, He was designated a CPT — Certified Illinois Bell, MCC Powers, Motorola, Multigraphics, Performance Technologist in 2002. NASA, Northern Telecom, Northern Trust Bank, and Westinghouse Defense Electronics.

Changing Human Performance to Improve Business Processes

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