Using a Human Performance Technology approach to Guy W. Wallace Certified Performance Technologist President – EPPIC, Inc. [email_address] www.eppic.biz Improve Your Enterprise Processes Enterprise Processes Performers

We’ll quickly cover A 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…

We’ll quickly cover

A 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 Any Process Materials Men 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 www.ispi.org

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 www.ispi.org

HPT Systemically & Systematically Any Process Materials Men Methods Machines

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

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

2- The Human Asset Enablers

Humans bring several types of attributes/ capabilities to the enterprise processes that they work in and to the environmental assets that they work with; these are

Awareness, knowledge, skills

Physical attributes

Psychological attributes

Intellectual attributes

Personal Values

3- The Environmental Asset Enablers

The environment provides several types of enabling assets for the humans to use while performing the job; these include

Data/Information

Materials/Supplies

Tools/Equipment

Facilities/Grounds

Budget/Headcount

Culture/Consequences

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

H uman A sset 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

Awareness/ Knowledge/ Skill

Intellectual Attributes

Psychological Attributes

Physical Attributes

Personal Values

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

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

< = Leadership Systems & Processes Core Systems & Processes Support Systems & Processes Departmental Level Function Enterprise/ BU C S L C S L C S L C S L C S L C S L C S L Performance Model Process Map

< = Leadership Systems & Processes Core Systems & Processes Support Systems & Processes Departmental Level Function Enterprise/ BU C S L C S L C S L C S L C S L C S L C S L Performance Model Process Map

Performance Model “Areas of Performance” example

Performance Model “Areas of Performance” example 2

Performance Model “Areas of Performance” example 3

Performance Model “Areas of Performance” example 4

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

Performance Model chart example

Performance Model chart example 2

Performance Model chart example 3

Performance Model chart example 4

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

Enabling K/S Categories example

Enabling K/S Categories example 2

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

K/S Matrices chart example 2

K/S Matrices chart example 3

K/S Matrices chart example 4

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 … Performance-based Organization & Job Redesign Systems Staffing & Succession Planning Systems Recruiting & Selection Systems Training & Development Systems Performance Appraisal & Management Systems Compensation & Benefits Systems Reward & Recognition Systems Performance-based Performance-based Performance-based Performance-based Performance-based Performance-based Yes No

Is there significant ROI for addressing any of this?

The EPPIC version of HPT: “EPPI” Stage 1 Targeting plans the integration of the Right Improvement Methods for the Right Needs for the Right Affects Lean Six Sigma/SPC HPT Financial Benchmarking OD QFD Any Process Materials Men Methods Machines

ABC C B A C B A ABC C B A ABC ABC C B A Integrated Project Workstream Planning Analysis Design Design Integration & Test Development Development Integration & Test Pilot Test Revision & Release

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

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

2- The Human Asset Enablers

Humans bring several types of attributes/ capabilities to the enterprise processes that they work in and to the environmental assets that they work with; these are

Awareness, knowledge, skills

Physical attributes

Psychological attributes

Intellectual attributes

Personal Values

3- The Environmental Asset Enablers

The environment provides several types of enabling assets for the humans to use while performing the job; these include

Data/Information

Materials/Supplies

Tools/Equipment

Facilities/Grounds

Budget/Headcount

Culture/Consequences

Additional References/ Resources Books : lean - ISD, T&D Systems View and, The Quality RoadMap all are available from Amazon.com - or from EPPIC for quantities Chapter : “Modeling Mastery Performance and Systematically Deriving the Enablers for Performance Improvement” in the 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 Lean-ISD via the PACT Processes for Training & Development Lean-ISD White Paper The Training Factor of the Quality Equation Technology Transfer Using the PACT Processes for T&D Continuous Improvement and Training Managing Human Assets Using a Group Process to Create Models and Matrices www.eppic.biz Also- there is a quarterly series of columns by Guy W. Wallace at BPTrends.com

Books : lean - ISD, T&D Systems View and, The Quality RoadMap

all are available from Amazon.com - or from EPPIC for quantities

Chapter : “Modeling Mastery Performance and Systematically Deriving the Enablers for Performance Improvement” in the 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

Lean-ISD via the PACT Processes for Training & Development

Lean-ISD White Paper

The Training Factor of the Quality Equation

Technology Transfer Using the PACT Processes for T&D

Continuous Improvement and Training

Managing Human Assets

Using a Group Process to Create Models and Matrices

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

Guy W. Wallace has been in the T&D field since 1979 and an external training and human performance improvement consultant since 1982.

His clients over the years have included over 40 Fortune 500 firms, plus NASA, NAVAIR, NAVSEA, and non-US firms: BP, Novacor, Opel, and Siemens.

He has planned and managed large-scale and small improvement projects, and has analyzed and designed/ developed Training & Development and many other human performance improvement interventions for almost every type of industry, business function and process.

He is the author of three books, several chapters, and more than 50 articles. He has presented more than 50 times at international conferences and local chapters of ISPI, ASTD, and at IEEE, Lakewood Conferences, ABA, the Conference on Nuclear Training and Education, and the Midwest Nuclear Training Association.

He has served on the ISPI Board of Directors as the Treasurer on the Executive Committee (1999–2001) and later as the President-Elect for 2002-2003, and President for 2003-2004.

Guy’s professional biography was listed in Marquis’ Who’s Who in America in 2001.

He was designated a CPT — Certified Performance Technologist in 2002.

Consulting Clients since 1982

2000—Today …Abbott Laboratories, AMS, CACI, Eli Lilly, Fireman’s Fund Insurance, General Motors, GTE, Johnson Controls, NASCO, NAVAIR, NAVSEA, Norfolk Naval Shipyard, Siemens Building Technologies, and Verizon.

1990—1999 …Abbott Laboratories, ALCOA, ALCOA Labs, Alyeska Pipeline Services Company, American Management Systems, Amoco, AT&T Network Systems, Bandag, Bank of America, Baxter, Bellcore-Tech, British Petroleum-America, Burroughs, CCH, Data General, Detroit Ball Bearing, Digital Equipment Company, Discover Card, Dow Chemical, EDS, Eli Lilly, Ford, General Dynamics, General Motors, H&R Block, HP, Illinois Bell, Imperial Bondware, MCC Powers, NCR, Novacor, Occidental Petroleum Labs, Spartan Stores, Sphinx Pharmaceuticals, Square D Company, and Valuemetrics.

1982—1989 …ALCOA, ALCOA Labs, Ameritech, Amoco, Arthur Anderson, AT&T Communications, AT&T Microelectronics, AT&T Network Systems, Baxter, Burroughs, Channel Gas Industries/Tenneco, Dow Chemical, Exxon, Ford, General Dynamics, HP, Illinois Bell, MCC Powers, Motorola, Multigraphics, NASA, Northern Telecom, Northern Trust Bank, and Westinghouse Defense Electronics.

Project overviews for each client are available at www.eppic.biz

Guy W. Wallace

In addition to offering “2- hr Briefings“ - and longer, more in-depth “Orientation Presentations” for both the EPPI Stage 1 methodologies for “Targeting EPPI” and the PACT Processes methodologies for 3 levels of Instructional Systems Design: CAD - Curriculum Architecture Design …for conducting performance-based Tranining Needs Analysis for a job, process, function, or for an entire enterprise MCD - Modular Curriculum Development/Acquisition …for content development of instructional programs using rules and guidelines to increase a modular design/development approach increasing re-use and decreasing cycle tiems and costs IAD - Instructional Activity Development/Acquisition …for content development of instructional program content by topic category (i.e.: policies, product knowledge, tools, or job-specific applications of generic inter-personal skills such as Time Management, or Dealing With Varied Personality Types, etc.) in advance of MCD efforts, or for stand-along content ala KMS approaches Workshops for up-to-8, or 9-16 participants. Coaching Sessions and Practitioner Certifications for up-to-4 participants. EPPIC offers 5 Day Workshop Sessions 3 Day Coaching Sessions 3 Day Practitioner Certifications PACT Performance Analyst for CAD, MCD, IAD and T-EPPI efforts    PACT CAD Designer for CAD    PACT MCD/IAD Designer for MCD and IAD    PACT Lead Developer for MCD and IAD   PACT Project Manager for CAD, MCD, IAD and T-EPPI efforts  

In addition to offering “2- hr Briefings“ - and longer, more in-depth “Orientation Presentations” for both the EPPI Stage 1 methodologies for “Targeting EPPI” and the PACT Processes methodologies for 3 levels of Instructional Systems Design:

CAD - Curriculum Architecture Design …for conducting performance-based Tranining Needs Analysis for a job, process, function, or for an entire enterprise

MCD - Modular Curriculum Development/Acquisition …for content development of instructional programs using rules and guidelines to increase a modular design/development approach increasing re-use and decreasing cycle tiems and costs

IAD - Instructional Activity Development/Acquisition …for content development of instructional program content by topic category (i.e.: policies, product knowledge, tools, or job-specific applications of generic inter-personal skills such as Time Management, or Dealing With Varied Personality Types, etc.) in advance of MCD efforts, or for stand-along content ala KMS approaches

EPPIC Inc. - Serving Clients Internationally For more information about EPPIC products and services please contact Guy W. Wallace Certified Performance Technologist President – EPPIC, Inc. [email_address] - or see the EPPIC web site : www.eppic.biz office 704- 895- 6364 mobile 704- 746- 5126 20417 Harborgate Court #510 Cornelius NC 28031 USA Cornelius is located on Lake Norman in the Blue Ridge Mountain Foothill Suburbs of Charlotte North Carolina

Thank You!