Modeling Mastery Performance and Systematically Deriving the Enablers
Modeling Mastery Performance and Systematically Deriving the Enablers Workshop New Mexico ISPI 2004 Winter Workshop Albuquerque New Mexico - March 5, 2004 Guy W. Wallace, CPT
Session Administrative Open EPPIC Inc. Achieve Peak Performance Terminal Performance Objectives § Able to facilitate a Team of Master Performers to o o Identify “Areas of Performance” for a job or process Model “Mastery Performance” and perform a preliminary gap analysis Select the “Enablers Categories” to be analyzed Systematically derive the “Enablers Requirements” of Mastery Performance Session Agenda · 9: 00 – Intro & Overviews & Orientations · 9: 45 – Areas of Performance and an application exercise. . . and a 10 minute break · 11: 15 – Performance Modeling and an application exercise. . . and a 30 minute break for lunch · 1: 30 – Enabler Categories and an application exercise. . . and a 10 minute break · 2: 30 – Enabler Analysis and an application exercise. . . and a 10 minute break · 4: 00 – Session Summary, Q&A and Evaluations · 4: 30 – Session End New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 2
EPPIC Inc. Achieve Peak Performance Workshop Map 1. Workshop Open and Kick-off 2. Analysis Process – Introduction & Orientation 3. Performance Modeling 4. Systematically Deriving the Enablers 5. Workshop Summary and Close = Application Exercises New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 3
EPPIC Inc. Achieve Peak Performance Guy W. Wallace, CPT Guy W. Wallace has been in the T&D field since 1979 and a training and performance improvement consultant since 1982. His clients over the years have included many of the Fortune 500, plus NASA, 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, more than 50 articles, and has presented more than 50 times at international conferences and local chapters of ISPI, ASTD, and at IEEE, Lakewood Conferences, the Conference on Nuclear Training and Education, and at 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 20022003, and as President for 2003 -2004. Guy’s biography was listed in Marquis’ Who’s Who in America in 2001. He was designated a Certified Performance Technologist in 2002. New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 4
EPPIC Inc. Achieve Peak Performance An overview and details on the PACT Processes for T&D/learning/Knowledge Management… …Performance Modeling & K/S Analysis Recipient of ISPI’s 2002 Awards of Excellence in Instructional Communications New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 5
Session Participant Poll EPPIC Inc. Achieve Peak Performance What is your function’s role? role 4 HPT and/or ISD What, in your ISD/HPT function, is your role? role 4 Leadership or Management/Supervisory or Individual Contributor What is the number of ISD/HPT staff in your ISD/HPT function? 4 4 4 Less than 5 Between 5 and 10 Between 10 and 50 Between 50 and 100 More than 100 How many distinct customer segments does your ISD/HPT function serve? 4 4 4 Only 1 Between 2 and 5 Between 5 and 10 Between 10 and 20 More than 20 New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 6
The Big Picture of EPPI L Enterprise Process Performance Improvement C S 1 - The Process The process must be designed L C S Leadership Systems & Processes for efficient delivery to meet stakeholder metrics What is required depends on both the performance requirements and the human capabilities available Human Asset Requirements Knowledge/Skills Core Systems & Processes Attributes/Values Process Map < = Performance Model Data/Information Materials/Supplies Tools/Equipment Support Systems & Processes Facilities/Grounds Budget/Headcount Culture/Consequences Environmental Asset Requirements 2 - The Human Asset Enablers 3 - The Environmental 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 The environment provides several types of enabling assets for the humans to use while performing the job; these include 4 Data/Information 4 Materials/Supplies 4 Tools/Equipment 4 Facilities/Grounds 4 Budget/Headcount 4 Culture/Consequences 4 Awareness, knowledge, skills 4 Physical attributes 4 Psychological attributes 4 Intellectual attributes 4 Values What is required depends on both the performance requirements and the environmental supports available What is required depends on both the performance requirements and the human capabilities available
Another View of the Enterprise Organizations as Systems EPPIC Inc. Achieve Peak Performance Systems are Bundles of Processes LEVEL 1 Tier 1 Enterprise L C S © 2002 EPPIC, Inc. New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 9
Another View of the Enterprise Organizations as Systems EPPIC Inc. Achieve Peak Performance Systems are Bundles of Processes Tier 1 LEVEL 1 Tier 1 LEVEL 2 Enterprise L C S L Human Resources Function C S © 2002 EPPIC, Inc. New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 10
Another View of the Enterprise Organizations as Systems EPPIC Inc. Achieve Peak Performance Systems are Bundles of Processes LEVEL 1 LEVEL 2 L C S Human Resources Function L C S Compensation & Benefits Dept. L LEVEL 3 Tier 1 Enterprise C S © 2002 EPPIC, Inc. New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 11
Another View of the Enterprise Organizations as Systems EPPIC Inc. Achieve Peak Performance Systems are Bundles of Processes LEVEL 1 LEVEL 2 L C C S S Communications Function Human Resources Function L C S Compensation & Benefits Dept. L LEVEL 3 Tier 1 Enterprise L C S EPPI - Tier 1 View © 2002 EPPIC, Inc. New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 12
EPPIC Inc. Achieve Peak Performance There are 3 Types of Processes within a Systems-bundle A System is Upstream composed of a bundle of processes, owned by a function Processes 1 - Leadership Processes lead the system/process-set Leadership L Core C Support S measures 2 - Core Processes are the reason for being Outputs Inputs 3 - Support Processes exist to enable Downstream Processes © 2002 EPPIC, Inc. New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 13
Every Enterprise System and Process EPPIC Inc. has Stakeholder Requirements to Meet Achieve Peak Performance Stakeholder Hierarchy One view of a… Government Shareholders/Owners Board of Directors L measures Executives In-Process Measures Management C S Outputs Inputs Customers measures Output Measures Employees Suppliers Downstream Processes Community © 2002 EPPIC, Inc. New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 14
EPPIC Inc. Achieve Peak Performance Map and/or Model the Critical Processes Upstream Processes Performance Model View Process Map View Role Outputs Inputs Area of Performance: Key 1 Outputs Key Roles/Responsibilities Typical Prob. Gap d. E d. K Tasks 1 2 3 4 5 Perf . Gaps Cause d. I Role 2 < Role = 3 Role 4 Outputs Inputs Role: 5 Downstream Processes EPPI - Tier 2 View New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 15
2 Types of Process Enablers Human and Environmental Achieve Peak Performance EPPI - Tier 3 View L K A ttr no w le dg e/ S ib ut Sk ill s C (P es /V Ph sy a ys ch ic olo lue al g , I ic s nt al el , le ct ua l) EPPIC Inc. Human Asset Enablers L C Environmental Asset Enablers S s rm io at n C S s s ce $ ol en $$ To qu & se t, & on en C ls ia pm er ies ui at l q M pp , E Su ery n hi ac fo In tie & li ci a at M Fa D L © 2002 EPPIC , Inc. New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 16
Human Assets EPPIC Inc. Achieve Peak Performance-based Human Asset Requirements Knowledge/Skills Process Map >> == Performance Model Attributes/Values Environmental Asset Requirements New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 17
Improvements to HAM Systems EPPIC Inc. Achieve Peak Performance HAMS – Human Asset Management Systems Performance-based Human Asset Requirements Knowledge/Skills Process Map >> == Performance Model Attributes/Values Environmental Asset Requirements The HAMS are typically HR or Human Capital Systems, and their specific configuration varies across an enterprise HAM Systems & Processes Organization & Job Redesign Systems Performance Appraisal & Management Systems Staffing & Succession Planning Systems Compensation & Benefits Systems Recruiting & Selection Systems Reward & Recognition Systems Training & Development Systems New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 18
Environmental Assets EPPIC Inc. Achieve Peak Performance-based Environmental Asset Enablers Human Asset Requirements Process Map >> == Performance Model Data/Information Materials/Supplies Facilities/Grounds Culture/ Consequences Tools/Equipment/ Machinery Budget/Headcount Environmental Asset Requirements New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 19
Improvements to EAM Systems EPPIC Inc. Achieve Peak Performance EAMS – Environmental Asset Management Systems Performance-based Environmental Asset Enablers Human Asset Requirements Process Map >> == Performance Model Data/Information Materials/Supplies Facilities/Grounds Culture/ Consequences Tools/Equipment/ Machinery Budget/Headcount Environmental Asset Requirements The EAMS are non-HR systems and their specific configuration varies across an enterprise EAM Systems & Processes Information & Data Systems Financial Systems Materials & Supplies Systems Facilities & Grounds Systems Tools & Equipment Systems Culture & Consequence Systems New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 20
EPPIC Inc. Achieve Peak Performance Areas of Performance - Ao. Ps Areas of Performance 4 Segment process/performance into “chunks” for analysis efforts Example Ao. Ps 4 Take a process/performance TMC Stores Store Manager orientation versus topical/ content orientation PERFORMANCE MODEL Areas of Performance A. 4 To segment, look first for linear process flows or “cycles” within the performance scope and then all other job/performance “components” Staff Recruiting, Selection, and. Training and B. C. D. Work Scheduling Progressive Discipline Store Operations F. Inventory Management G. Payroll, Banking, and Financial Management E. Customer Service © 2002 EPPIC, Inc. © 1999 CADDI, Inc. · Cycles within cycles · Separate cycles AKA: Key result areas, accomplishments, duties, etc. New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 22
Performance Segments EPPIC Inc. Achieve Peak Performance Goal: Minimize overlaps and gaps of Ao. P “content segments” Example Segmentation Bad Good Ao. P Ao. P • • Gaps • Overlaps No gaps or overlaps New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 23
Processing a Group EPPIC Inc. Achieve Peak Performance When identifying Ao. Ps 4 Start by wasting a flip chart page 4 First thing said gets written, and then ask the group to react after a “stake has been planted. ” Then try to “plant” another one…upstream or downstream 4 Ask for/listen for · Outputs/deliverables/outcomes/results Outputs · Key performance cycles · Natural breaks in work flow 4 Clean-up · Minimize gaps/overlaps · Sequence Ao. Ps last New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 24
EPPIC Inc. Achieve Peak Performance Example TMC Stores Store Manager PERFORMANCE MODEL Areas of Performance A. Staff Recruiting, Selection, and Training C. B. Work Scheduling D. Progressive Discipline F. Inventory Management E. Store Operations Customer Service G. Payroll, Banking, and Financial Management © 2002 EPPIC, Inc. New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 25
EPPIC Inc. Achieve Peak Performance Demo… Always Airborne Airlines Cabin Attendant PERFORMANCE MODEL Areas of Performance A. B. C. D. F. G. H. I. E. © 2002 EPPIC, Inc. New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 26
EPPIC Inc. Achieve Peak Performance Exercise… Segmenting the Ao. Ps Work in teams of two as assigned to construct a create an Ao. P framework for a Summer Job for each person. Work in parallel except on step 2. Step # Minutes Start 1 Brainstorm past Summer Jobs 5 — 2 Select other person’s Summer Job and identify the Ao. Ps 10 each — 3 Post each on Flip Chart page 5 — 4 Readouts (x 2 minutes as called upon ) 10 5 General debrief (10 minutes) 10 Start time: Stop — Stop time: New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 27
Exercise… EPPIC Inc. Segmenting the Ao. Ps Achieve Peak Performance Example: Self-test Question: Does everything about this performance fit within one of these Ao. P “buckets”? New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 28
EPPIC Inc. Achieve Peak Performance Exercise Debriefing… Segmenting the Ao. Ps New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 29
EPPIC Inc. Achieve Peak Performance Modeling Enabler Matrices Performance Models Facilitates the systematic derivation of Human Asset Enablers • Knowledge/skills • Physical Attributes • Psychological Attributes the Human & Environmental Asset Enablers • Intellectual Attributes • Personal Values Environmental Asset Enablers • Data/information • Materials/supplies • Tools/equipment • Facilities/grounds • Budget/headcount • Culture/consequences New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 31
EPPIC Inc. Achieve Peak Performance PM- Performance Model Areas of Performance (Ao. Ps) Ao. Ps segment the performance into chunks 4 Linear performance chunks 4 Nonlinear performance chunks TMC Stores Store Manager Example: Convenient Store Manager A. Staff Recruiting, Selection, and Training PERFORMANCE MODEL Areas of Performance le p e m l i p S m a x E B. C. D. Work Scheduling Progressive Discipline Store Operations F. Inventory Management E. Customer Service G. Payroll, Banking, and Financial Management © 2002 EPPIC, Inc. New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 32
EPPI Analysis Method #2 EPPIC Inc. Performance Model Chart Achieve Peak Performance The Performance Model establishes “mastery performance” as the benchmark criterion The Most Convenient Stores Store Management Performance Model Area of Performance: A. Staff Recruiting, Selection, and Training Roles/Responsibilities • Key Outputs - Measures • New staff hired - Timely - Qualified Key Tasks 1 • Identify need for ü additional staff and complete internal paperwork • Create and place Key Tasks Describes the key activities needed to produce the outputs • Select candidates for ü • Interview and select ü interviewing candidates for offer • Make hiring offer(s) • Complete paperwork to fill the position E Role: 4 Typical Performance Gaps d. E d. K d. I Probable Gap Cause(s) • Too few candidates • Poor recruiting • Local economy • Neglect to check • Poor choice ü d. K d. E d. K references e l p • References do not Deficiency d. E=Environment d. K=Knowledge/skill d. I=Individual attribute/value d. E provide key information Probable Gap Cause(s) Identifies most likely causes for each typical performance issue/ deficiency m a x ü ü 1 = District Manager 2 = Store Manager 3 = Assistant Manager 4 = Clerk Form Design © 2002 EPPIC, Inc. 3 ü local ads Key Outputs and Metrics or Measures Describes what is produced from doing the job tasks and identifies key performance measures of each output 2 Typical Performance Gaps Identifies any typical ways the output or task does not meet performance standards d. E = deficiency - Environment d. K = deficiency - Knowledge/skill d. I = deficiency - Individual attribute/ value Page 1 4/99 Roles/Responsibilities Clarifies who is typically responsible for performing the tasks © 2002 EPPIC, Inc. New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 33
The Most Convenient Store Manager Performance Model Area of Performance: A. Staff Recruiting, Selection, and Training Roles/Responsibilities • Key Outputs - Measures Key Tasks • New staff hired - Timely - Qualified • Identify need for additional staff and complete internal paperwork 1 2 ü ü • Create and place local ads • Select candidates for interviewing • Interview and select candidates for offer ü ü 3 ü 4 Typical Performance Gaps • Too few candidates d. E d. K d. I Probable Gap Cause(s) • Poor recruiting d. K • Local economy d. E • Neglect to check references d. K • References do not provide key information d. E • Poor choice ü ü • Make hiring offer(s) • Complete paperwork to fill the position continued Role: 1= 2= 3= 4= District Manager Store Manager Assistant Manager Clerk Form Design © 2002 EPPIC, Inc. d. E = deficiency - Environment d. K = deficiency - Knowledge/skill d. I = deficiency - Individual attribute/ value Page 1
EPPIC Inc. Achieve Peak Performance Analysis Questions Ao. Ps and the Performance Model Performance Data Areas of Performance Question(s) to Ask 4 What are the major phases or elements of the performance or process? 4 What are the chunks of the job? 4 How can we break this performance up into some logical segments (somewhere between five to nine is ideal)? Outputs Produced • What are the key deliverables/outputs produced within this Area of Performance? • What is left over when you are finished performing the tasks? Measures • What are the measures/metrics that can be applied to the output? • How can you tell a good output from a bad one? Standards • What are the standards of acceptable performance given those measures? Tasks Performed • What are the tasks performed to produce those outputs? Roles and Responsibilities • Who is involved in this performance? For example, whose task responsibility is it to · E = Execute · S = Support · I = Input to · R = Review/give feedback · A = Approve/reject Typical Performance Gaps • Given those measures and standards, where do the performer’s outputs typically fall short in meeting the expectations? New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 35
Analysis Questions EPPIC Inc. Ao. Ps and the Performance Model - Achieve Peak Performance continued Performance Data Question(s) to Ask d. E (Environment) 4 Is the cause of the performance gap due to a lack of environmental supports? · Information/data · Organizational structure · Procedures/policies · Tools/equipment · Materials Probable Gap Cause(s) · Task interference · Feedback · Consequences d. K (Knowledge/ Skill) • Is the performance gap caused by a lack of the performer’s knowledge and/or skill? d. I (Individual Attribute/ Value) • Is the performance gap caused by a poorly selected individual who has neither the physical, psychological, and/or intellectual attributes and/or values to perform or learn/acquire the skill? New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 36
EPPIC Inc. Achieve Peak Performance Targeting the Gap Analysis Performance Model Area of Performance: Quarterly and End of Phase Project Reporting • Key Outputs - Measures • ABC Report -Done quarterly -Complete • XYZ Report -Timely -Complete -Accurate Codes: Key Tasks Typical Performance Gaps 1. Draft report 2. Conduct review 3. Finalize report 1. Generate XYZ data 2. Review and forward d. E = deficiency- Environment d. K = deficiency- Knowledge/skill 2002 EPPIC, Inc. REPRODUCTION WITHOUT WRITTEN AUTHORIZATION IS STRICTLY PROHIBITED Probable Gap Cause(s) • Late • Input is late d. E • Incomplete • Required data is unavailable d. E • Too busy d. E • Incomplete • Don’t know which components are required d. K • Inaccurate data • Numbers supplied were wrong d. E d. I = deficiency- Individual attribute/value New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved d. E d. K d. I March 5, 2004 E-04 4 -2004 Page 37
EPPIC Inc. Achieve Peak Performance Demo… Performance Modeling AAA Cabin Attendant - Areas of Performance Pre-flight Boarding Passengers In-flight Services Customer Services Emergency Responses “De-Boarding” Passengers Postflight Training and Development New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 38
EPPIC Inc. Achieve Peak Performance Exercise… Performance Modeling Work in same teams of two to construct a Performance Model chart for the other person’s Summer Job Ao. P framework created earlier. Work in parallel except on step 2. Step # Minutes Start 10 — 1 Select an Ao. P of partner’s 2 Ask questions and complete PM chart on 8. 5 x 11 paper 15 each 3 Post data on Flip Chart page 5 4 Readouts (x 2 minutes as called upon ) 10 5 General debrief (10 minutes) 10 Start time: Stop — — Stop time: New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 39
Performance Model Areas of Performance: Roles/Responsibilities • Key Outputs -Measures Codes: Key Tasks 1= 2= 3= 4= 1 2 3 4 Typical Performance Gaps Probable Gap Cause(s) d. E d. K d. I d. E = deficiency – Environment d. K = deficiency – Knowledge/skill d. I = deficiency – Individual attribute/value Page 21
EPPIC Inc. Achieve Peak Performance Exercise Debriefing… Performance Modeling New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 41
EPPIC Inc. Achieve Peak Performance Enabler Categories Knowledge/Skills Attributes/Values Process Map < = Performance Model Data/ Information Materials/ Supplies Facilities/ Grounds Culture/ Consequences Tools/ Equipment Budget/ Headcount New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 43
Deriving the Human Asset Enablers EPPIC Inc. Achieve Peak Performance There are two kinds of human asset enablers 4 Knowledge/skills 4 Attributes/values The human asset enablers are systematically derived from the Performance Model A ttr ib w Performance Model no < = K Process Map le dg e/ ut es /V al Sk ill ue s s Human Asset Requirements © 2002 EPPIC, Inc. New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 44
Human Asset Requirements EPPIC Inc. Knowledge/Skill Categories* Achieve Peak Performance Category: ABC Category: XYZ Category: Tools/Equipment Category: Records/Reports Knowledge/Skill Matrices * Plus the knowledge/skill of performance outputs and tasks and roles/responsibilities from the Performance Model 1. Company Policies/Procedures/ Practices/Guidelines 2. Laws, Regulations, Codes, Agreements, and Contracts 3. Industry Standards 4. Internal Organizations and Resources 5. External Organizations and Resources 6. Marketplace Knowledge 7. Product/Service Knowledge 8. Process Knowledge 9. Records, Reports, Documents, and Forms 10. Materials and Supplies 11. Tools/Equipment/Machinery 12. Computer Systems/Software/Hardware 13. Personal/Interpersonal 14. Management/Supervisory 15. Business Knowledge and Skills 16. Professional/Technical © 2002 EPPIC, Inc. 17. Functional Specific New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 45
Human Asset Enablers - Knowledge/Skill Matrix EPPIC Inc. Achieve Peak Performance <Company/Client Name> <Audience> Knowledge/Skill Matrix Knowledge/Skill Category: Ao. P Link Identifies the segment of the job where the knowledge or skill enables performance Link to Area of Performance A K/S Item B C D E F G Select/ Train S/T Criticality H/M/L Difficulty H/M/L Volatility H/M/L Depth A/K/S Depth The level to which any training & development needs to go Volatility Ranks how often and significantly the knowledge or skill will change Difficulty Ranks how difficult the item is to learn K/S Item Identifies the discrete knowledge or skill item Criticality Ranks the relationship between having the knowledge or skill and performance mastery Codes: Link to Area of Performance A= B= C= D= E= F= G= Criticality/Difficulty/Volatility H = High M = Medium L = Low Depth of Coverage A = Awareness K = Knowledge S = Skill Form Design © 2002 EPPIC, Inc. New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Select/Train Denotes whether the item is a selection criteria/ condition or needs to be covered in training & development Page 46
Human Asset Requirements EPPIC Inc. Attribute/Value Categories Achieve Peak Performance Category: ABC Category: XYZ Category: Physical Category: Psychological 18. 19. 20. 21. Psychological Attributes Physical Attributes Intellectual Attributes Values Attribute/Value Matrices © 2002 EPPIC, Inc. New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 47
Human Asset Enablers Matrices EPPIC Inc. Achieve Peak Performance <Company/Client Name> <Audience> Attribute/Value Category: Ao. P Link Identifies the segment of the job where the attribute or value enables performance Link to Area of Performance A A/V Item B C D E F G Select/ Accommodate S/A Criticality H/M/L Difficulty H/M/L Volatility H/M/L Extent The level of organizational effort required to institute the attribute or value Volatility Ranks how often and significantly the attribute or value will change Difficulty Ranks how difficult it is to accommodate A/V Item Identifies the discrete attribute or value item Criticality Ranks the relationship between having the attribute or value and performance mastery Codes: Link to Area of Performance A= B= C= D= E= F= G= Select/ Accommodate Denotes whether the item is a selection criteria/condition or will be accommodated by organization Criticality/Difficulty/Volatility/Extent H = High M = Medium L = Low Form Design © 2002 EPPIC, Inc. New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 48
Environmental Asset Enablers EPPIC Inc. Achieve Peak Performance There are six kinds of environmental asset enablers 4 Data/Information 4 Facilities/Grounds 4 Budget/Headcount 4 Culture/Consequences 4 Materials/Supplies 4 Tools/Equipment The environmental asset enablers are systematically derived from the Performance Model Process Map < = Performance Model ou dc ds un t en s lie en qu se on nt /C re tu ea t/H ro /G s ie pm ui pp n io at u /S rm ls Eq s/ lit ge ud ci ol ul C B Fa To ia er fo In a/ at at M D s ce Environmental Asset Requirements © 2002 EPPIC, Inc. New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 49
EPPIC Inc. Achieve Peak Performance Environment Asset Enabler Categories Category: ABC Category: XYZ Category: Materials Category: Data/Information Environmental Asset Matrices 22. 23. 24. 25. 26. 27. Data/Information Materials/Supplies Tools/Equipment Facilities/Grounds Budget/Headcount Culture/Consequences © 2002 EPPIC, Inc. New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 50
Example: EPPIC Inc. Environmental Asset Enabler Matrices Achieve Peak Performance <Company/Client Name> <Audience> Data/Information Matrix Data/Information Category: Ao. P Link Identifies the segment of the job where the data or information enables performance Link to Area of Performance A D/I Item B C D E F G Present/ Address P/A Criticality H/M/L Difficulty H/M/L Volatility H/M/L Extent The level of organizational effort required to install/create the data or information item Volatility Ranks how often and significantly the data or information will change Difficulty Ranks how difficult the data or information item is to use D/I Item Identifies the discrete data or information item Criticality Ranks the relationship between having the data or information and performance mastery Codes: Link to Area of Performance A= B= C= D= E= F= G= Present/Address Denotes whether the data or information item supports performance 100 percent as is or must be addressed Criticality/Difficulty/Volatility/Extent H = High M = Medium L = Low Form Design © 2002 EPPIC, Inc. New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 51
EPPIC Inc. Existing Provisioning Systems Assessment Achieve Peak Performance Assess the Existing Systems’ “Outputs as Inputs” to the Targets Performance Requirements Performance and Human & Environmental Asset Requirements of the Targeted Performance Enabler Requirements Provides the Shopping Criteria for Assessment of the “Fit to Need” * From functions/systems such as • Recruiting systems, processes, and instruments • Job descriptions • Etc. New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 52
Existing Provisioning Systems Assessment EPPIC Inc. Achieve Peak Performance Provisioning Targets for Assessment Output Existing Systems Materials Assessment TMC Stores HAM Systems & Processes Course Description Number: Title: 10342 Provider: Interviewing Skills Length: Primary Delivery Method Primary methods/media used in the training GP – Group- paced ¨ Classroom ¨ Lab SP– Self- paced ¨ Readings/Exercises ¨ Web Site Pages ¨ CBT ¨ Videotape Other 1 -1 – One-on-one ¨ S-OJT (training) ¨ U- OJT Special Requirements for Delivery Identifies anything about the training that limits capacity, delivery, location, etc. ¨ ¨ ¨ Equipment Facility Instructor License Requirement Other ¨ Yes ¨ No Course Owner/Contact: ¨ Hrs. ¨ Pgs Schedule/Frequency: Licensing Agreement: ¨ Awareness ¨ Knowledge ¨ Skill (EDP No. ______) Class Size: Phone: Current Target Audience: ¨ All engineers ¨ ¨ Other > 20 10 – 20 < 10 Other 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 & Management Systems Financial Systems Compensation & Benefits Systems Culture & Consequence Systems Copyright Owner: Depth/Level: ¨ ¨ Provider Resource responsible for delivery (may be internal or external) Course Owner/Contact Internal resource for registration and/or information Course Fit Assessment Related Process(es ), Area(s) of Performance, or Tasks Enabling Knowledge/Skill Items: Current Target Audience Primary audience groups to which the training is delivered Related Process(es), Areas of Performance, or Tasks Identify job performances addressed by the training (see the Performance Model) Use as Source Indicates initial decision regarding use of this training in the Development/ Acquisition Phase EAM Systems & Processes Enabling Knowledge/Skill Items Identifies supporting knowledge/skill items addressed by the training (see the Knowledge/Skill Matrix) Notes: ¨ Include as Is ¨ ¨ Use as Source: ¨ Do not use ¨ Continued on Side Two Materials Attached (e. g. , course description) Form © 2002 EPPIC, Inc. REPRODUCTION WITHOUT WRITTEN AUTHORIZATION IS STRICTLY PROHIBITE D v. 1 4/02 4/99 Reward & Recognition Systems Page 1 © 2002 EPPIC, Inc. New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 53
EPPIC Inc. Achieve Peak Performance Exercise… Selecting Enabler Categories Work in same teams of two to identify the Enabler Categories that would have been appropriate for one of your last 3 projects: Work in parallel except on step 2. Step # Minutes Start 2 — 1 List your last 3 projects 2 Select one partner project and use Category List to Down-select Categories 3 Document on Handout 3 4 Readouts (x 30 -45 seconds if called ) 5 5 General debrief (10 minutes) 5 Start time: 10 each Stop — — Stop time: New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 54
EPPIC Inc. Achieve Peak Performance EPPI Enabler Categories Human Asset Enabling K/Ss 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. Company Policies/ Procedures/ Practices/ Human Asset Enabling A/Vs Guidelines Laws/ Regulations/ Codes/ Agreements/ 18. Psychological Attributes Contracts 19. Physical Attributes Industry Standards 20. Intellectual Attributes Internal Organizations and Resources 21. Values External Organizations and Resources Environmental Asset Enablers Marketplace Knowledge Product/Service Knowledge 22. Data/Information Process Knowledge 23. Materials/Supplies Records, Reports, Documents, and Forms 24. Tools/Equipment Materials and Supplies 25. Facilities/Grounds Tools/Equipment/Machinery 26. Budget/Headcount Computer Systems/Software/Hardware 27. Culture/Consequences Personal/Interpersonal Management/Supervisory General and Specific Business Additional sub and sub-categories can Professional/Technical Functional Specific be created for each of the above New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 55
EPPIC Inc. Achieve Peak Performance Exercise Debriefing… Selecting Enabler Categories New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 56
Systematically Deriving Enablers EPPIC Inc. Achieve Peak Performance Ao. P G Ao. P F Ao. P E Ao. P D Ao. P C Ao. P A B E Ao. P B C F Ao. P A D G D K/S Category: 4 1. C 1. B 1. A Performance Model Link to Ao. P K/S Item Crit Diff Vol Dep K/S Category: 3 K/S Item Link to Ao. P Crit Diff Vol Dep K/S Category: 2 Knowledge/Skill Matrices K/S Item Link to Ao. P Crit Diff Vol Dep K/S Category: 1 K/S Item Link to Ao. P Step 1: Identify and link to Ao. P Crit Diff Vol Dep Step 2: Remaining columns (Criticality, Difficulty, Volatility, Depth) New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 58
Systematically Deriving Enablers EPPIC Inc. Achieve Peak Performance Ao. P G Ao. P F Ao. P E Ao. P D Ao. P C Ao. P F Ao. P A D G 1. A 1. B Performance Model D E C 1. B 1. C A Ao. P B K/S Category: 4 Link to Ao. P K/S Item Crit Diff Vol Dep K/S Category: 3 K/S Item Knowledge/Skill Matrices Link to Ao. P Crit Diff Vol Dep K/S Category: 2 K/S Item Link to Ao. P Crit Diff Vol Dep Step 1: Identify and link to Ao. P Step 2: Remaining columns (Criticality, Difficulty, Volatility, Depth) New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 59
K/S - Enabler Matrices Example EPPIC Inc. Achieve Peak Performance K/S Item Identifies the knowledge or skill Ao. P Link Identifies the portion of the job/function where knowledge or skill is needed Select/Train Denotes whether the item is a selection criteria/ condition or should be addressed by training The ABC Company [Target Audience(s)] Knowledge/Skill Matrix K/S Category: K/S Item Link to Area of Performance ALL A B C D E F G H Select/ Train Criticality Difficulty Volatility Depth H/M/L A/K/S H/M/L Difficulty Ranks how difficult the item is to learn/teach Volatility Ranks how often and significantly knowledge or skill will change Form Design 2002 EPPIC, Inc. Page 1 Criticality Rank high, medium, low (H, M, L) the relationship between having the knowledge or skill and successful performance New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Depth The deepest level of knowledge or skill the training should provide Page 60
EPPIC Inc. Achieve Peak Performance Systematically Deriving Enablers Performance Model—Posted in Meeting Room Model Ao. P A B E C F Ao. P B Ao. P D Ao. P C D G Knowledge/Skill Matrices K/S Category: 1 Knowledge/Skill Categories 1. K/S Item Company Policy/Procedures/ Practices/Guidelines Link to Ao. P Crit Diff Vol Dep Step 1: Select first K/S Category 2. Laws, Regulations, Codes, Agreements, Contracts Step 2: Begin with first Ao. P and derive K/S items and link to Ao. P(s) 3. Industry Standards Step 3: Repeat Step 2 for remaining Ao. Ps 4. Etc. Step 4: After completing the category, move to next K/S Category Depending on time, complete the “right side” of the matrix after last K/S Category New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 61
Systematically Deriving Enablers EPPIC Inc. Achieve Peak Performance Model Area of Performance: • Key Outputs - Measures Tasks Roles/Responsibilitie s Typical Gaps d. E Gap Causes d. K d. I If you keep the group focused on the Ao. Ps, you should end up with an empty area in the bottom corner of the matrix Knowledge/Skill Matrix K/S Category: K/S Item Link to Ao. P S/T Crit Diff Vol Dep New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 62
EPPIC Inc. Refers to the Ao. P within the Performance Model Achieve Peak Performance The ABC Company Account Representative Knowledge/Skill Matrix K/S Category: 1. Company Policies/Procedures Select/ Train S/T T Criticality H/M/L M Difficulty H/M/L H Vola-tility H/M/L L/M Depth A/K/S K • EEOC/AA Policy T H M L/M A • Sales Updates T H L L/M A • ABC Forms T H L L/M K • Policy Memos T L M L/M A • Travel/Entertainment T L H L/M A • ABC Resource Manual T M L L/M K T H H M K Link to Area of Performance Account Representative A B C D E F G K/S Item • Order Department Manual • Price List 2002 EPPIC, Inc. REPRODUCTION WITHOUT WRITTEN AUTHORIZATION IS STRICTLY PROHIBITED New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 63
EPPIC Inc. Territory Planning Achieve Peak Performance The ABC Company Account Representative Knowledge/Skill Matrix K/S Category: Account Planning 2. Laws/Regulations/Codes Select/ Train S/T T Criticality H/M/L L Difficulty H/M/L H • International Tax Laws T L H A • Interstate Commerce T H H K • EEOC T L L A • Fair Employment Laws T L L A • License Fees T H L K • ADA T L L A • Wage/Hour Laws T L H A • OSHA T L H K • Robinson/Patman Act T H H K K/S Item • International Trade Regulations Link to Area of Performance Account Representative A B C D E F G Vola-tility H/M/L Depth A/K/S A 2002 EPPIC, Inc. REPRODUCTION WITHOUT WRITTEN AUTHORIZATION IS STRICTLY PROHIBITED New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 64
Analysis Questions EPPIC Inc. Enabler Matrices Achieve Peak Performance Knowledge/Skill Data Item and Link to Performance Model’s Ao. Ps -K/S Asset Version Question(s) to Ask 4(For new items): To perform [insert Ao. P], which [insert K/S category] knowledge/skills do you need? 4(For items identified earlier): Would you need [insert item] to perform [insert name of next Ao. P]? S/T: Select/Train • Can someone get this job/role without this K/S? (If “yes, ” then “T”) Criticality • How critical is this knowledge/skill to the overall performance? H—M—L – High – Medium – Low Learning Difficulty H—M—L • How difficult will it be for the learner to acquire this knowledge/skill? Content Volatility H—M—L • How often would training on this K/S need to be revised? Depth of Coverage Required A—K—S • – High – Medium – Low How far must the training content go in addressing this knowledge/skill item? · A = Awareness level · K = Knowledge level · S = Skill level New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 65
EPPIC Inc. Achieve Peak Performance Exercise… Systematically Deriving the Enablers Work in same teams of two to complete 2 Enabler Matrices charts for 2 Categories for your partner’s Summer Job – but only for 2 Ao. Ps of the Performance Model created earlier. Work in parallel except on step 2. Step # Minutes 1 Select categories & 2 Ao. Ps 2 Ask questions and complete EM chart on 8. 5 x 11 paper 15 each 3 Post data on Flip Chart page 5 4 Readouts (x 2 minutes as called upon ) 10 5 General debrief (10 minutes) 10 Start time: Start Stop 3 — — Stop time: New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 66
Enabler Matrix Enabler Category # Link to Area of Performance K/S Item A B C D E F G Select/ Train S/T Criticality H/M/L Difficulty H/M/L Volatility H/M/L Depth A/K/S X Codes: Link to Area of Performance Form Design © 2002 EPPIC, Inc. Criticality/Difficulty/Volatility H = High M = Medium L = Low Depth of Coverage A = Awareness K = Knowledge S = Skill Page 1
EPPIC Inc. Achieve Peak Performance Exercise Debriefing… Systematically Deriving the Enablers New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 68
The Big Picture of EPPI L Enterprise Process Performance Improvement C S 1 - The Process The process must be designed L C S Leadership Systems & Processes for efficient delivery to meet stakeholder metrics What is required depends on both the performance requirements and the human capabilities available Human Asset Requirements Knowledge/Skills Core Systems & Processes Attributes/Values Process Map < = Performance Model Data/Information Materials/Supplies Tools/Equipment Support Systems & Processes Facilities/Grounds Budget/Headcount Culture/Consequences Environmental Asset Requirements 2 - The Human Asset Enablers 3 - The Environmental 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 The environment provides several types of enabling assets for the humans to use while performing the job; these include 4 Data/Information 4 Materials/Supplies 4 Tools/Equipment 4 Facilities/Grounds 4 Budget/Headcount 4 Culture/Consequences 4 Awareness, knowledge, skills 4 Physical attributes 4 Psychological attributes 4 Intellectual attributes 4 Values What is required depends on both the performance requirements and the environmental supports available What is required depends on both the performance requirements and the human capabilities available
EPPIC Inc. HAM Systems & Processes Achieve Peak Performance Requirements Performance and Human & Environmental Asset Requirements of the Targeted Performance Enabler Requirements Provides the Shopping Criteria for Assessment of the “Fit to Need” Organization & Job Redesign Systems Performance Appraisal & Management Systems Staffing & Succession Planning Systems Compensation & Benefits Systems Recruiting & Selection Systems Reward & Recognition Systems Training & Development Systems EAM Systems & Processes Information & Data Systems Financial Systems Materials & Supplies Systems Facilities & Grounds Systems Tools & Equipment Systems Culture & Consequence Systems New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 71
EPPIC Inc. Achieve Peak Performance Enabler Categories Knowledge/Skills Attributes/Values Process Map < = Performance Model Data/ Information Materials/ Supplies Facilities/ Grounds Culture/ Consequences Tools/ Equipment Budget/ Headcount New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 72
EPPIC Inc. Achieve Peak Performance EPPI is… Enterprise Process Performance Improvement and EPPIC is the Enterprise Process Performance Improvement Consultancy www. eppic. biz New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 73
EPPIC Inc. Additional References/Resources Achieve Peak Performance 4 EPPI White Paper and Presentation 4 Performance Modeling & Human Asset Enabler 4 4 4 4 4 Analysis Lean-ISD via the PACT Processes for Training & Development Lean-ISD White Paper PACT Facilitation How to Build a Training System That Won’t Burn Down The Training Factor of the Quality Equation Technology Transfer Using the PACT Processes for T&D Balancing Conflicting Stakeholder Requirements Continuous Improvement and Training Managing Human Assets Using a Group Process to Create Models and Matrices “Gopher” more at eppic. biz see Resources Tab at www. eppic. biz New Mexico ISPI 2004 Winter Workshop - Modeling Mastery Performance and Systematically Deriving the Enablers © 2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved March 5, 2004 E-04 4 -2004 Page 74
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