getting the best from your employees

Slide 1

Getting the Best from Your EmployeesLisa TuckerOffice of Claims Chief Learning Officer, Ajack Inc.December 15, 2013Articulate Tool Used:Presenter

Audio ScriptWelcome to the e-learning event, Getting the Best from Your Employees. The purpose of this lesson is to gain a better understanding of the Human Performance System and apply that knowledge to improving your employees performance.

InteractionsWill the learner interact with the visual? No interaction How? N/AHow will the learner move to the next visual? Self-advancing animationWill the learning event progress automatically? Yes If so why? No interaction required How? Self-advancing slide show

NotesHow does this visual support the audio script? Artistic designIs the visual animated? No If so, how? N/AIs the visual a video? NoWhat is the time length of this slide? 10s

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Lesson ObjectivesUnderstand the Human Performance SystemApply Concepts to Ajack EmployeesEvaluate Effectiveness of PerformanceArticulate Tool Used:Presenter

Audio ScriptThis lesson has three simple objectives. We will discuss the Human Performance System to get a better understanding of the process, apply that concept to Ajack employees (in particular the CRs), and evaluate the effectiveness of applying this concept to improve performance.


NotesHow does this visual support the audio script? Artistic designIs the visual animated? Yes If so, how? Annotated bulleted pointsIs the visual a video? NoWhat is the time length of this slide? 30s

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Human Performance SystemEvery organization is founded by people, run by people and its established to provide value to people who are it customers/stakeholders Donald TostiArticulate Tool Used:Presenter

Audio ScriptLets first take a look at the Human Performance System. Donald Tosti, a leader in the field of performance improvement has this to say about organizations:

Every organization is founded by people, run by people and its established to provide value to people who are it customers/stakeholders



3Human Performance System Donald Tosti

Articulate Tool Used:Presenter

Audio ScriptLets take a few minutes to hear what Donald Tosti has to say about the human performance system.

InteractionsWill the learner interact with the visual? Yes. How? Learner can play, pause, and stop the video.How will the learner move to the next visual? Click Next after video is completed.Will the learning event progress automatically? No. If so why? NA. How? NA

NotesHow does this visual support the audio script? Multimedia principleIs the visual animated? No If so, how? N/AIs the visual a video? YesWhat is the time length of this slide? 120s

4Human Performance System


Audio ScriptNow for a closer look at the Human Performance System components.

The stakeholder interacts with a physical and social environment that may consist of the necessary tools and equipment, relationships with other people, etc. These are the conditions of their environment.

To initiate any meaningful activity, there needs to be some kind of input or direction. Stakeholders (performers) need to know the assignment, the goals, and what is expected of them.

On an individual level, have to be sure the stakeholder is able to act (assessing the extent of his or her skills, knowledge, and capacities.

The resulting output can be measured, and that information can be used as feedback to the performer about how to change their actions, if need be.

Finally, the assessment effort results in some kind of consequence, and the consequence may be the need to act to motivate or de-motivate people (called motivational or value feedback).


NotesHow does this visual support the audio script? CognitiveIs the visual animated? Yes. If so, how? Annotated items for emphasisIs the visual a video? NoWhat is the time length of this slide? 90s

5Test Your Knowledge-Human Performance System

6Answer key Human Performance SystemInitiate any activityOutputProcessInputThe stakeholder interacts with a physical and social environment that may consist of the necessary tools and equipment, relationships with other people, etc.Conditions of the environmentOutputInputUsed to change performers actionsProcessOutputFeedback


Audio ScriptIf you answered each question correctly, great job! If you missed any, let me provide some explanation for the correct answers.

Question 1: To initiate any meaningful activity, there needs to be some kind of input or direction.

Question 2: The stakeholder interacts with a physical and social environment that may consist of the necessary tools and equipment, relationships with other people, etc. These are the conditions of theirs of their environment.

Question 3: Information can be used as feedback to the performer about how to change their actions, if need be.

InteractionsWill the learner interact with the visual? Yes How? Learner must select a response for each quiz question before moving on.How will the learner move to the next visual? User-response will trigger slide advancement.Will the learning event progress automatically? Yes If so why? When all questions are answered, slide show will advance to the answer key with explanation. How? Self-advancing slide show .


7Feedback Human Performance System

Formative Feedback360-Degree FeedbackArticulate Tool Used:Presenter

Audio ScriptNow lets talk about this important concept feedback and how it can be used to improve performance.

Two important types of feedback are Formative Feedback and 360-Degree Feedback.

Formative or corrective feedback is designed to change the form of behavior rather than its likelihood. The best time to provide this type of feedback is when the person can actually benefit from it and used it as guidance for change. Therefore, it is best given at the point of action or just before the person is going to act again. To be effective, formative feedback needs to be clear, useful, and motivating.

360-degree feedback (or multisource feedback) can be particularly useful because the recipient receives feedback from people who have different working relationships with him/her. It can have some problems however if it is not implemented correctly. The recipient can experience overload if there are too many recommendations for change at once. Feedback that is based on


NotesHow does this visual support the audio script? Artistic designIs the visual animated? Yes. If so, how? Annotated items for emphasisIs the visual a video? NoWhat is the time length of this slide? 60s

8Formative Feedback Feedback


Audio Script

To be effective, formative feedback needs to be clear, useful, and motivating.

Clarity is the feedback clear enough for the recipient to act on?

Usefulness Was the feedback provided in a way that can help the recipient to use it to make the change?

Motivation Was the feedback provided in a way that contributes to a recipients motivation to make the change?InteractionsWill the learner interact with the visual? No interaction How? N/AHow will the learner move to the next visual? Self-advancing animationWill the learning event progress automatically? Yes If so why? No interaction required How? Self-advancing slide show


9360-Degree Feedback Feedback


Audio Script

Overload happens when the recipient gets too many recommendations for change at once. This causes the person to be overwhelmed and often times they end up changing nothing.Solution: reduce the number of areas feedback is provided for or specify particular areas to provide feedback.

Confounding happens when all feedback is lumped together though it may be very different responses depending on who it is coming from and what kind of relationship they have with the person.Solution: could provide them separately but that could lead to overload, so it would be best to present a few at a time and group them appropriately.

Inaccuracy Feedback that is based on too small of a sampling of the persons practices.Solution: suggest the feedback giver assign a rating to their extent of observation of or relationship with the person.

Difficulty of Interpretation it isnt feedback if you cant figure out what to do about it (Tosti)Solution: arrange a group setting with open discussion to review feedback items.

Discouraging Impact or Defensive Response Is a very typical response to feedback, especially if there is a lot.Solution: limit the focus on a few high-priority items instead of discussing everything; dont compare to others and only focus on changing that person to better themselves; create active plans that can be taken back to the workplace as a positive step.

Short-Lived Effect Is when its hard to maintain the change over the long term.Solution: Accountability or follow up partners; small support groups among peers or across departments; follow up retesting schedules


NotesHow does this visual support the audio script? CognitiveIs the visual animated? Yes. If so, how? Annotated items for emphasisIs the visual a video? NoWhat is the time length of this slide? 120s

10Quiz-Feedback

11Answer key Feedback360-feedback happens at the point of action . (T/F).Formative feedback is also called multisource feedback . (T/F) Confounding happens when all feedback is lumped together. (T/F)Feedback is useful if provided in a way so that the recipient can use it to make a change. T/F)Feedback should motivate the recipient to make a change. (T/F)Feedback is difficult to interpret when it is hard to maintain the change over the long term. (T/F)Overload happens when the recipient gets too many recommendations for change at once. (T/F)A defensive response occurs when feedback is too small of a sampling of the persons practice. (T/F)


Audio ScriptIf you answered each question correctly, great job! If you missed any, let me provide some explanation for the correct answers.

Question 1: Formative feedback happens at the point of action.

Question 2: 360-Feedback is also called multisource feedback.

Question 6: Feedback is short-lived when it is hard to maintain the change over the long term.

Question 8: Inaccuracy occurs when feedback is too small of a sampling of a persons practice.

InteractionsWill the learner interact with the visual? No. How? N/A.How will the learner move to the next visual? User-response will trigger slide advancement.Will the learning event progress automatically? No. If so why? How?


12Application to Ajack Employees

Phase 1Initiate

Phase 2Investigate

Phase 3Evaluate: Collision Repair

Phase 4Negotiate

Phase 5Finalize

Current Claims Estimation ProcessArticulate Tool Used:Presenter

Audio ScriptSo how can this be applied at Ajack? There is currently a performance gap in the claims estimation process. Lets take a look at this process.

CRs are not always getting accurate input to create accurate estimates. Estimates are not aligning with collision repair shops. CRs are often pressured during negotiation to change the estimate. Oftentimes claims are overpaid after they are finalized.



13Application to Ajack Employees Continued

Performance InterventionsPerformance SupportQuality ControlPersonal DevelopmentArticulate Tool Used:Presenter

Audio Script

Implementing some interventions could go a long way to improving CR performance in the claims estimation process.

Intervention 1: Performance Support (Job Aids, Documentation (Job Specifications and Standards)): The current claims estimation process needs to be supported by job aids and documentation (job specifications) to clarify the process for the CRs. These job aids should include posted standard procedures, process manuals, and online reference resources.Intervention 2: Quality (Control, Management, and Assurance) The quality of the claims estimation process needs to be controlled and managed through managerial supervision of the process including sign-offs. Estimates should be approved before proceeding to the collision repair shop.Intervention 3: Personal Development (Feedback), Human Resource Development (Motivation (Incentives and Rewards)): CRs need feedback to improve performance in the claims estimation process. Incentives in the form of accuracy bonuses could motivate CRs to perform better.



14Performance Effectiveness Evaluation


Audio Script

Finally, how can we evaluate the effectiveness of these performance interventions?

Formative Evaluation of Inputs-Process-Outputs The current process does not have supporting policies and procedures for employees to follow to ensure accurate claims estimation. Posted job-aids in the job environment will provide quick reference on the job. Policy manuals will provide supporting documentation. The performance of CRs during the process can be evaluated by input to the claims estimation process, evaluation of the resulting output, and level of improvement the performance by feeding that feedback back into the process.Summative Evaluation of Immediate Interviews and observations can be used to determine the worth of the interventions and garner immediate reaction. Performance evaluations can be used to confirm competence of the claims estimation process and its policies and procedures. Data collected from the evaluations can identify potential performance improvement needs for the program. Evaluations can be delivered electronically, paper-based, or personal interview.Confirmative Evaluation of Sustainable After 3 months of the proposed interventions, efficiency in the claims estimation process should be maximized. All employees should have been trained (or re-trained) in the process and be able to apply skills effectively. The impact of the intervention will be the increase of accuracy of claims estimations/settlement and decrease of claims leakage/overpayment. The value realized will be in an increase in customer satisfaction.Meta Evaluation/Validation Data collected from quality control evaluations post-implementation will be analyzed for reliability and validity of the new program. Customer satisfaction surveys will be administered post-implementation, and data collected will be used to determine if quality control standards are being met.



15SummaryApply Human Performance System Concept to Improve PerformanceUse Interventions to Bridge Performance GapEvaluate Performance for Effectiveness


Audio Script

Lets re-cap what weve learned today.

Applying the Human Performance System concept to a process can improve performance.

Using appropriate interventions can bridge the performance gaps in a process between the current state and desired state of performance.

Evaluate performance to determine effectiveness of interventions and continually improve the process.

Thank you for your time today and I hope you enjoyed the e-learning event!


NotesHow does this visual support the audio script? InformationalIs the visual animated? Yes. If so, how? Annotated items for emphasisIs the visual a video? NoWhat is the time length of this slide? 60s

16Course Survey

17References

Rummler, G.A., & Brache, A. P. (2013). Improving performance: How to manage the white space on the organization chart, (3rd ed). San Francisco: Jossey-Bass.

Tosti, D.T., Addison, R. M. (2009). 360-degree feedback: Going around in circles? Performance Improvement, 48(3), 36-39. doi:10.1 002/pfi.20069

Tosti, D. T. (1987),Formative feedback. Nonprofit Management Leadership, 26: 1821. doi: 10.1002/pfi.4160260209

Tosti, D.T. (2006). Human performance technology. BP Trends. Retrieved January 29, 2013 from http://www.bptrends.com.

Van Tiem, D.M., Moseley, J.L., & Dessinger, J.C. (2004).Fundamentals of performance technology: A guide to improving people, process, and performance, (2nd ed). Silver Spring, MD: International Society for Performance Improvement. Articulate Tool Used:Presenter

Audio Script

The following are the references used in the creation of this e-learning event.


NotesHow does this visual support the audio script? InformationalIs the visual animated? No. If so, how? N/AIs the visual a video? NoWhat is the time length of this slide? 15s

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getting the best from your employees

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