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Human Performance TechnologyThe Dawn of a New Era
Fred Nickols, CPT
Arizona ISPI MeetingApril 6, 2011
Copyright Fred Nickols 2011 1
Copyright Fred Nickols 2011 2
A Note about Notes
A copy of this presentation is available at:
http://www.nickols.us/AZISPI2011.pdf
Introduction & Overview
• The End of the Old Era– A shift in the nature of work & working– A shift in the locus of control– A need for some new models & a new approach
• The Dawn of the New Era– Some models – performance & organizations– Some examples & ideas– Some discussion
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The Disappearing Farmer
Decades1900 1910 1920 1930 1940 1950 1960 1970 1980 1990
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The Changing Workforce
MiningConstructionManufacturingTrans/UtilitiesWhole/RetailFin/Ins/REServicesGovernment
Decades1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000
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The Knowledge Worker
“No one can direct him. He has to direct himself. He is the guardian of his own standards, of his own performance, and of his own objectives.”
Peter DruckerManagement (1973)
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What Was It?
It wasn’t a shift to knowledge work!
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It Was a Shift
From…– materials-based,– easily observed,– prefigured working
activities
To…– information-based,– difficult to observe,– configured working
activities
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The Mix of Work
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Cann
ed R
outi
nes
Routine (Prefigured) Work Crafted Respo nses
Non-Routine (Configured) Work
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Industrial Era to Modern Times Qualities of Work Industrial Era Modern Times
Work-Base Materials Information
Behaviors of Interest Overt, Physical Covert, Verbal
Visibility of Working High Low
Locus of Interactions People > Materials People < > People
Workflow Linear Non-Linear
Results & Feedback Direct & Immediate Indirect & Delayed
Focus of Control Worker Work
Locus of Control Management Worker
Standards Fixed, External Variable, Internal
Knowledge Concentrated Distributed
Control Principle Compliance Commitment
Role of the Worker Instrument Agent
Working Activities Prefigured Configured
Effective Managers Directive Collaborative
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The Upshot of the Shift
• We can no longer engineer their performance• They must engineer their own performance• Performance engineering must be woven into
the fabric of the organization; it must become a pervasive and robust capability
• HPT practitioners can help with that but we need new models and a new approach
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Performance Engineering Model
Societal
Organizational
Operational
People
© Fred Nickols 2010
NeedsAssessment
What Should Be & WhyWhat Is & Why
SelectedGaps
SolutionIdentification
What Has to BeDone & How Do
We Do It?
SolutionConfiguration
Obtain Approval,Develop a Plan,Build Support &
Marshal Resources
SolutionExecution
Execute
Ongoing Evaluation
How Is It Going? How Did It Go? What did we Learn?
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The Performance Pyramid
Organizational(Profits, Market Share,Value to Society, etc)
Operational(Processes)
People(Individuals& Groups)
The Individual Level
Copyright Fred Nickols 2011
Targets
Goals
Perceptions
Actions Conditions
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A Performance Problem
RegistrationForms Batching Scanning Editing Pass All
Edits ?
Resolve ?
No
Yes
A
Yes
No
ContinueProcessing
Return toApplicant
A
Applicants
RejectRate
60-70 %
30-35 %
30-35 %
30-40 %
The Culprit
In An Ideal World
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Goals
Perceptions
Actions Conditions
RegistrationForm
TheRegistrant
Target
A "Clean and Complete"Registration Form
Filling Out and Submittingthe Registration Form
Evolving, in the courseof filling it out, from a Blank Form to a
"Clean and Complete"Registration Form
None thatInterfere
The Reality
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Goals
Perceptions
Actions Conditions
Filling Out and Submittingthe Registration Form
RegistrationForm
TheRegistrant
Target
A "That's Good Enough"Registration Form
Evolving, in the courseof filling it out, from a Blank Form to a
"That's Good Enough"Registration Form
NumericallyOrganizedCode List
From Proximate to Ultimate
Copyright Fred Nickols 2011
Actions
Direct &Immediate
Results
Proximate
Indirect& Delayed
Results
Ultimate
Intermediate Results
The System
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Registration to Employment
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Employed
(Drawing aPaycheck)
ProximateResult
UltimateResultIntermediate Results
LicensedCertifiedTest PassedTest TakenSeat AssignedRegistered
(RegistrationForm Correctly
Completed& Submitted)
The Load Rate Problem
Copyright Fred Nickols 2011
Dollar Chargesto Programs
Direct Costs ofWork Performed
Allocations fromCorporate
Charges from OtherCost Centers
Computers, Phones,Copying and Other
Office Expenses
FICA and MedicalBenefits
Vacation, SickTime, Holidays
Indirect Costsof Work
Performed
Load Rate
Direct Costs ofWork Performed
Load
Direct Costs ofWork Performed
+
´
¸
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Individual Performance Factors
Copyright Fred Nickols 2011
Goals
Perceptions
Actions Conditions
Targets
Select, train, assess& develop for skillsEnsure the performercan evaluate his/herown performance
Focus on the right targetSet goals collaborativelyEnsure a shared viewDevelop commitment to goalsManage conflicting goalsAdjust expectations
Observe, measure,evaluate & communicateIdentify, map & managethe links connectingProximate to Ultimateperformance
Ensure the performer hascurrent and accurate informationabout the state of the Target
Provide supportRun interferenceRemove obstaclesProvide proper tools& equipmentEnsure well-designedprocesses & systemsEnsure clear prioritiesRemove disincentivesHelp identify, map &manage linkagesbetween proximate &ultimate results
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The Process Level
Copyright Fred Nickols 2011
Process
Inputs OutputsSource Destination
Processor
Operator
Operations
Controller
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Applicant as Processor
Copyright Fred Nickols 2011
Filling Out theRegistration Form
Applicant
GoalsPerceptions
BehaviorsBlank
RegistrationForm
CompletedRegistration
Form
Entering Info
TestBulletin
TestingCompany
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Process Level Questions
Copyright Fred Nickols 2011
Process
Processor
Controller
OperatorInputs Outputs
Operations
Source Destination
What are the inputs?What standards must theymeet?How is their adequacyassessed?Who or what assesses thatadequacy?
What are the outputs?What standards must theymeet?How is their adequacyassessed?Who or what assesses thatadequacy?
What operations convert the inputsinto outputs?What tools,equipment and otherresources are needed to carry outthese operations?What initiates the operation?What terminates it?How is control over the operationexercised?
Who or what is theoperator?What behavioral/actioncapabilities must theoperator possess in orderto perform the operations?
Who or what serves as the controller?What are the goals, standards andrequirements being used by thecontroller?How does information about the state ofinputs and outputs reach the controller?Is that information accurate? Is ittimely enough to be useful?What is the controller's perception ofthe output?
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The Organizational Level
OrganizationalBoundary
Functional Areas
OPS IT R&D Finance Legal HR Sales
Inputs Outputs
Transformation Processes
Transaction Processes
Suppliers
ProductsServicesInvoices
Information
NeedsOrders
PaymentsInformation
Investors/Lenders
Capital& Loans
Returns& Interest
Customers
NeedsOrders
PaymentsInformation
ProductsServicesInvoices
Information
Relevant Environments
FinancialPolitical TechnologicalSocial Scientific Physical
Alignment, Adaptation & Innovation Processes
Intelligence
IntelligenceChanges
Competitors
Executives
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A Recurring Cycle of Events
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Products& Services
Orders &Payments
Orders &Payments
Products& Services
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RecapWorkPrefigured Configured
Locus of ControlManagement Worker
Role ofthe EmployeeInstrument Agent
ModelsExisting New
PerformanceEngineering
Consultantas Engineer
Performeras Engineer
OpportunitiesNarrow &Diminishing
Broad &Expanding
HPTEnd ofan Era
Dawn of aNew Era
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Discussion
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Related Resources
• Manage Your Own Performance: No One Else Can
• Inside the Process Box• Fit & Fitness: The Yin & Yang of Sustainability
Copyright Fred Nickols 2011 30
Contact Information
Fred NickolsManaging Partner
Distance Consulting, LLC1558 Coshocton Ave – 303Mount Vernon, OH 43050
(740) 504-0000
Some Related Matters
• Performance Architecture• Contributions & Inducements• The Control of Discretionary Effort• The Control Problem
Copyright Fred Nickols 2011 31
Performance Architecture
Copyright Fred Nickols 2011 32
Financial
Operational
Individual PoE
PoE
PoI
PoI
Assess & Adjust
The Situation
X Marks theSpot, the Results
You Want toAchieve
X
To Get There, YouHave to Map theStructure of the
Situation
In Order toIdentify the
Linkages betweenPoE and PoI
Investigation
PhasePoints of
Evaluation(PoE)
Where and WhatYou'll Measure &
How You'll Measure It
Points ofIntervention
(PoI )
Where and WhatYou'll Change &
How You'll Change It
With PoE, PoI andtheir Linkages
Known, You CanConfigure a
Solution
Next, You Carry ItOut; You
Intervene in theStructure of the
Situation
IF YouHave theLinkagesRight
Changes Made"Ripple Through"the Structure ofthe Situation,Producing...I
ntervention
Phase
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Contributions-Inducements
Contributions(Put In)
(Get Out)Inducements
Individual Organization
The Control of Discretionary Effort
Copyright Fred Nickols 2011
Empl
oyee
Per
form
ance
& P
rodu
ctiv
ity
UpperLimit
LowerLimit
Current
Controlled bythe Employee
Controlled byManagement
The
Empl
oyee
's D
iscr
etio
nary
Eff
ort
Pote
ntia
l Gai
nPo
tent
ial L
oss
Achieve and PreservePractices that IncreaseEmployee Engagement
Avoid and EliminatePractices that DecreaseEmployee Engagement
EmployeeEngagementImprovement
Strategies
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The Control Problem Characteristics Repetitive Systems Adaptive Systems Innovative Systems
Input Variability Low Moderate High
Processes Prefigured Adjustable Configured
Outputs Fixed Variable Customized
Markets Mass Segments Niches
Demand Concentrated Clustered Dispersed
Economic Leverage Capital Technology Knowledge
Competitive Edge Cost Cost & Quality Cost/Quality/Speed
Rate of Change Slow Moderate Rapid
Regulation High Moderate Low
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The Control Problem (cont’d) Characteristics Repetitive Systems Adaptive Systems Innovative Systems
Basis of Authority Position Reciprocity Performance
Management Style Directive Participative Collaborative
Skill Levels Low Moderate High
Judgment Needed Low Moderate High
Risk Tolerance Low Moderate High
Control Principle Compliance Cooperation Commitment
Focus of Control Activities Products Outcomes
Worker's Role Instrument Partner Agent
Locus of Control The Supervisor The System The Worker
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