to improve business processes - eppic · pdf filechanging human performance to improve...

ChangingHuman Performance

to

Improve Business Processes

Guy W. WallaceCertified Performance Technologist

President – EPPIC, Inc.www.eppic.biz

• Definition of:HPT - Human Performance Technology

• Example HPT Methodology, Model-set and Tool-set

…by way of…

• Example HPT Project Outputs

Ishikawa Diagram

Any Process

Any Process

MaterialsMen

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 2004ISPI – International Society for Performance Improvement

HPT Systemically & Systematically

Any Process

Any Process

MaterialsMen

Methods Machines

The Big Picture of Process Performance

C

S

L

C

S

L

C

S

L

C

S

L

C

S

L

C

S

L

C

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Performance Model

<=Process Map

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Attributes/Values

Knowledge/Skills

Human Asset Requirements

Environmental Asset Requirements

Facilities/Grounds

Tools/Equipment

Materials/Supplies

Data/Information

Budget/Headcount

Culture/Consequences

Enterprise level

BU/Function level

Department level

Role

1

Process Map View Performance Model View

Area of Performance:Key

OutputsKeyTasks

Roles/Responsibilities

1 2 3 4 5Typical

Perf. GapsProb. Gap

CausedEdKdI

Role:


OutputsKeyTasks

Roles/Responsibilities

1 2 3 4 5Typical

Perf. GapsProb. Gap

CausedEdKdI

Role:

Role

2Role

3Role

4Role

5

<=


22-- The Human Asset EnablersThe Human Asset EnablersHumans 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, skillsPhysical attributesPsychological attributesIntellectual attributesValues

What is required depends on both the process performance requirements and the environmental supports available

33-- The Environmental Asset EnablersThe Environmental Asset EnablersThe environment provides several types of enabling assets for the humans to use while performing the job; these include

Data/InformationMaterials/SuppliesTools/EquipmentFacilities/GroundsBudget/HeadcountCulture/Consequences

What is required depends on both the process performance requirements and the human capabilities available

11-- The ProcessThe ProcessThe process must be designed for efficient

delivery to meet stakeholder metrics

What is required depends on the balanced requirements of all of the Stakeholders

CS

LCS

LCS

L

CS

LCS

LCS

LCS

L

Performance Model

<=Process

Map

Lead

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ip

Syst

ems

& Pr

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ses

Cor

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Syst

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Attributes/Values

Knowledge/Skills



Facilities/Grounds

Tools/Equipment

Materials/Supplies

Data/Information

Budget/Headcount


Role

1

Process Map View Performance Model ViewArea of Performance:

KeyOutputs

KeyTasks

Roles/Responsibilities1 2 3 4 5

TypicalPerf. Gaps

Prob. GapCause

dEdK

dI

Role:


OutputsKey

TasksRoles/Responsibilities1 2 3 4 5

TypicalPerf. Gaps

Prob. GapCause

dEdK

dI

Role:

Role

2Role

3Role

4Role

5

<=

For Any Process/Processes

Role

1



OutputsKeyTasks


TypicalPerf. Gaps

Prob. Gap

CausedEdKdI

Role:


OutputsKey

TasksRoles/Responsibilities

1 2 3 4 5Typical

Perf. GapsProb. Gap

Cause

dEdKdI

Role:

Role

2Role

3Role

4Role

5

<=

Attributes/Values

Knowledge/Skills



Facilities/Grounds

Tools/Equipment

Materials/Supplies

Data/Information

Budget/Headcount


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 EAMS EAMS –– Environmental Asset Environmental Asset Management Systems Management Systems & Processes& Processes

Data & Information Systems

Materials & Supplies Systems

Tools & Equipment Systems

Facilities & Grounds Systems

Financial Systems

Culture &Consequence Systems

HAMS HAMS –– Human Asset Human Asset Management Systems Management Systems & Processes& 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 Human Asset Management Systems Management Systems

& Processes& Processes

Organization & Job Redesign Systems






Reward & Recognition Systems

Human AssetsA/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 !

Role

1



OutputsKeyTasks


TypicalPerf. Gaps

Prob. Gap

CausedEdKdI

Role:


OutputsKey

TasksRoles/Responsibilities

1 2 3 4 5Typical

Perf. GapsProb. Gap

CausedEdKdI

Role:

Role

2Role

3Role

4Role

5

<=

Performance Modeling

Performance Model“Areas of Performance” example

Performance Model“Areas of Performance” example 2

Performance Model chart example

Performance Model chart example 2

Attributes/ValuesKnowledge/Skills



Facilities/GroundsTools/EquipmentMaterials/SuppliesData/Information

Budget/HeadcountCulture/Consequences

The Enablers of Process Performance

EnablingK/S Categoriesexample

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

In the Final Analysis…How well do your current HAMS affect the human assets How well do your current HAMS affect the human assets

available to your most critical Processes? available to your most critical Processes?

Do they meet the needs of the business processes Do they meet the needs of the business processes ““by designby design”” for for ……

Performance-based Organization & Job Redesign Systems






Reward & Recognition Systems

Performance-based

Performance-based

Performance-based

Performance-based

Performance-based

Performance-based

NoYes

Any Process

Any Process

MaterialsMen

Methods Machines

Apply the Right Improvement Method

to the Right Need for the Right Affect

HPT Systemically & Systematically

Any Process

Any Process

MaterialsMen

Methods Machines


22-- The Human Asset EnablersThe Human Asset EnablersHumans 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, skillsPhysical attributesPsychological attributesIntellectual attributesValues

What is required depends on both the process performance requirements and the environmental supports available

33-- The Environmental Asset EnablersThe Environmental Asset EnablersThe environment provides several types of enabling assets for the humans to use while performing the job; these include

Data/InformationMaterials/SuppliesTools/EquipmentFacilities/GroundsBudget/HeadcountCulture/Consequences

What is required depends on both the process performance requirements and the human capabilities available

11-- The ProcessThe ProcessThe process must be designed for efficient

delivery to meet stakeholder metrics

What is required depends on the balanced requirements of all of the Stakeholders

CS

LCS

LCS

L

CS

LCS

LCS

LCS

L

Performance Model

<=Process

Map

Lead

ersh

ip

Syst

ems

& Pr

oces

ses

Cor

e Sy

stem

s &

Proc

esse

s

Supp

ort

Syst

ems

& Pr

oces

ses

Attributes/Values

Knowledge/Skills



Facilities/Grounds

Tools/Equipment

Materials/Supplies

Data/Information

Budget/Headcount


Role

1

Process Map View Performance Model ViewArea of Performance:

KeyOutputs

KeyTasks


TypicalPerf. Gaps

Prob. GapCause

dEdK

dI

Role:


OutputsKey

TasksRoles/Responsibilities1 2 3 4 5

TypicalPerf. Gaps

Prob. GapCause

dEdK

dI

Role:

Role

2Role

3Role

4Role

5

<=

Additional References/Resources

Book: lean-ISDavailable from Amazon.com

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

Guy W. WallaceBackground & 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 analyzed and designed/ developed training and development for almost every type of 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.

Clients since 19822000—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.

to improve business processes - eppic · pdf filechanging human performance to improve...

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