human performance improvement: the road to successful implementation lisa l gabel, cpt march 5, 2006
TRANSCRIPT
Human Performance Improvement: The Road
to Successful Implementation
Lisa L Gabel, CPT
March 5, 2006
2
Overview
• Human Performance Technology in the US NavyHuman Performance Technology in the US Navy
• Challenges of ImplementationChallenges of Implementation
• Internal ConsultingInternal Consulting
3
HPC Mission
“The mission of the Human Performance Center is to optimize Naval warfighting performance by applying the Human Performance Systems Model and the Science of
Learning to all facets of Naval operations.”
III. Develop Components
I. Define Requirements
EstablishPerformance Standards &
Requirements
Develop, Build, &
Integrate Tools
Design Human Performance
Solutions
Implement & Test Intervention;
Evaluate“Product of Plan”
IV. Execute & Measure
II. Define Solutions
Human Performance Systems Model
PerformanceConsultants Make
recommend-ations
Translate job requirements into
competencies
Apply Science of Learning & Human
Performance
Generate solution
options and metrics
Conduct effectiveness
& cost analysis
(K, S, A, O, T)
4
The HPC Evolution
The HPC … A corporate Navy organization supporting the Sailor (NETC/CNP), the Fleet
and the Acquisition community
The HPC … A corporate Navy organization supporting the Sailor (NETC/CNP), the Fleet
and the Acquisition community
• FY02 (TFE HP Cell)FY02 (TFE HP Cell)– 1 site1 site– 10-20 contractors10-20 contractors
• FY03 (Provisional HPC)FY03 (Provisional HPC)– “ “Year of the Sailor”Year of the Sailor”– 16 Det sites16 Det sites– 75-85 temporary personnel 75-85 temporary personnel – NPDC & NSTCNPDC & NSTC
• FY04 (HPC)FY04 (HPC)– “ “Year of the FleetYear of the Fleet””– 23 Det sites 23 Det sites – 125 permanent personnel 125 permanent personnel – HPC N7 Support FunctionHPC N7 Support Function– ASTD trainingASTD training
• FY05 (HPC)FY05 (HPC)– “ “Year of Implementation” Year of Implementation” – Continued expansion Continued expansion – 171+ personnel171+ personnel– CNO: HPI alignmentCNO: HPI alignment
• FY06 (Corporate HPC)FY06 (Corporate HPC)– “ “Year of Sustainment”Year of Sustainment”– Corporate Navy PresenceCorporate Navy Presence– 8:1 ROI 8:1 ROI
Norfolk• HPC HQ• FFC• OPTEVFOR• NNWC• CNE• CENNAVINTEL• CPD• CENATNSF• CNL• ATGLANT• MARFPCOM• NAVSAFCEN
Pax River• NAVAIR
Bethesda• NMETC
Washington• NAVSEA• CNI
Dahlgren• CSCS
Groton• SLC/CSL
Newport• NWC• SWOS
Panama City• CEOD/DIVE
Pensacola• CNATT• CID
Orlando• HPC N7
San Diego• ATGPAC• CNAF• CNSF• SPAWAR• FASWC• CSEAL/SWCC
Corpus Christi• CNATRA
Monterey• NPS
Great Lakes• NSTC
Millington• NPC
Athens• CSS
Honolulu• CPF
Port Hueneme• CSFE
5
ASTD HPI ModelASTD HPI Model
•Knowledge•Motives•Physical resources•Structure/Process•Information•Wellness
Desiredperformance
state
Evaluationof Results
•Formative evaluation
•Summative evaluation
Actualperformance
state
InterventionImplementation
•Manage the project
•Help the organization adapt to the changes
•Gather formative evaluation data
Performance
Analysis
InterventionSelection
CauseAnalysis
BusinessAnalysis
•Type of root cause•Match interventions•Recommendations
GAP
•Determine business goals
•Articulate relationship to human performance
ChangeManagement
6
Overview of Performance Process
ASTD©
7
Analysis Happens This Way
BusinessAnalysis
Key Performer AnalysisInfluence AnalysisPerformance
Analysis
Outcome Definition
Performer Selection
OrganizationalOutcome Mapping
Performer Interviews
Manager Interviews
Performance Gap
Key Process Analysis
Task Definition
Structured Observation
Information Mapping
Decision Process Tracing
Cause Hypothesis Creation
Workplace/Structural
Learning and Development
Talent Acquisition
Managerial and Structural
Personal Motivation
Technology Analysis Guide
Technology to Work ProcessMapping
Technology Effectiveness
Technology Usability
Influence Mapping
ArticulateGoals
DetermineOutcomes
Analyze Tasks & ProcessesDetermine Influences
Project Start-up
Project Commitment
Impact Assessment
Information SourceAnalysis
OrganizationalPerformanceStrategy
Analysis
ASTD©
8
Principle 1: HPI Uses a Results-Based Approach
Mission Analysis
Determine Customer Goals
Identify Performer Groups
Assess the Cost of the Problem
9
Principle 2: Begin by Focusing on Accomplishments Instead of Behavior
Performance Analysis
Determine Desired Performance
Determine Actual Performance
Calculate Performance
Gap
10
Principle 3: Organizations are Systems
Root Cause Analysis
Select Analytical Model
Gather Data to Test Cause Hypothesis
Analyze Data to Determine Cause Hypothesis
11
HPI Solutions
Sources of Performance Deficiency (ProofPoint 2004)
3%
10%
12%10%
35%
30%
Expectations& Feedback
Tools & Resources
Incentives
Skills & Knowledge
Manpower
Personal Initiative
Which misses the primary root causes:• Clear job definition (35%)• Tools and Resources (30%)
Every year, largecompanies spend$300-900M eachhoping to “fix” just 12% of their problems!
FY04 Pilot Analyses
87%
13%
Training
Non-Training
Non-training interventions address:• Manpower• Systems• Processes
Initial results indicate that of 165 potential interventions, only 21 were actual training solutions
IndustryIndustry HPCHPC
12
Problem Characteristics
A client: Must own a measurable business goal that is not
being achieved (there is “pain” or an opportunity). Identifies an accomplishment not being achieved
by a performer linked to the business goal. Must describe the impact of the problem on the
organization.
13
Describing the Real Problem
The client’s request becomes a performance discussion that clarifies the problem:
Who – What – When – Where - Worth
From: “I need training on sales.” To: “Sales reps in the central region are
$410,000 below Product Y 1st Quarter goals impacting fiscal year sales revenue.”
14
Intervention Defined:
An intervention is:
“A set of structured activities in which selected organizational units (target groups or individuals) engage in a task or sequence of tasks where the task goals are related directly or indirectly to organizational improvement.”
Organizational Development, French & Bell, 1990.
15
Why Projects Fail?
• Failure to plan adequately for the development effort (Villchica, Stone, & Endicott, 2005)
• Considering implementation as an afterthought (Villchica et al., 2005)
• Internal conflict between project management and line organization (Stuckenbruck, 1981)
• Inadequate authority granted project manager (Stuckenbruck, 1981)
16
“Begin with the end in mind…”
• Project alignment: Making sure a project begins with a shared vision of success
• Ensuring buy-in• Specifying factors that will ensure success and
corresponding measures• Project delivery aligned with goals, expectations and
strategic objectives
17
Connecting with Clients
Project Alignment• How does the client see the
gap being closed?
• What kind of interventions have been implemented in the past?
• What was successful? What wasn’t?
• Does the project manager have adequate authority?
Alignment
• Project charter
• Project procedures guide- Roles & responsibilities
- Method to determine priorities
- Method to resolve conflict
- Type & frequency f project management feedback
- Formal & informal reporting & review procedures
18
Implementation Barriers for the Navy
The Sponsor typically…- Identifies a symptom of the problem vs. the underlying issue- Provides a desired solution- Believes that training is the solution
• Successful projects require stakeholder ownership, involvement & collaboration.
• Field observation is key • Performance requirements are poorly articulated or do not exist• Cost of current performance deficiencies not readily available or
not known• Critical data are lacking to support analysis. Must engage in time
consuming data mining• Potential solutions cross many organization boundaries
19
• Get the Inside Track
• Do Your Homework
• Will the Real Sponsor Please Stand Up?
• Stand Your Ground
• Provide Examples
• Get Around
• Be Proactive
• Avoid Too Much Too Soon
• Test the Water
• Practice What You Preach
Top 10 Survival Guidelines
20
to here
Level of Proficiency
Per
form
ers
Shifting the Performance CurveShifting the Performance Curve
Improving Performance !Improving Performance !
The outcome is…
The outcome is…
Performance goes… from here
