BPM Conf Boston Nov 15 2006. HPT HPI BPM. Guy W. Wallace, CPT

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

2. 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…

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

4. …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

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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. Performance Model
“Areas of Performance” example

14. Performance Model
“Areas of Performance” example 2

15. Performance Model
“Areas of Performance” example 3

16. Performance Model
“Areas of Performance” example 4

17. Performance Model chart example

18. Performance Model chart example 2

19. Performance Model chart example 3

20. Performance Model chart example 4

21. 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

22. Enabling
K/S
Categories
example

23. Enabling K/S Categories example 2

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

25. K/S Matrices chart example 2

26. K/S Matrices chart example 3

27. K/S Matrices chart example 4

28. 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

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

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

32. 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

33. 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

34. 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.