bsu webinar · 2020. 3. 27. · bsu. webinar. january 15, 2019. the language of work model . tm....

BSUWebinar

January 15, 2019

The Language of Work Model TM

Danny & Kathleen LangdonPerformance International

www.performanceinternational.com

The Language of Work ModelDefined

A systemic, enterprisewide behavioral model, based on the Work Formula, that integrates organizing, managing, implementing, and continuously improving work. In so doing it establishes a way to achieve:

• Work Alignment• Transparency, and • Continuous Improvement throughout an

organization.

The Language of Work Formula

INPUTS PROCESSSTEPS OUTPUTS

CONDITIONS

FEEDBACK

CONSEQUENCES

Cause Effect

IS THERE A FORMULA FOR WORK????

“The 10-Minute Teach”

5

Currently Available : Work Models Work Matrices As Is/To Be Tables Dots On Models Work Plans Jobs Identified to Work

Models Work Analysis Aid Cultural Audit Worker Verbatim Work Formula Facilitations Etc.

The means to operationalize use of the Work Formula ofThe Language of Work to meet various business goals and needs

Inputs ProcessSteps Outputs

Conditions

Consequences

Feedback

The Work Formula, using Work Analytic Tools,is implemented through 3 Work Application Models:

The Business Model

The Managing Model

The Working Model

3

Business Unit

Financial Support

Job

JobModels

CoreProcesses

WorkGroups

Work Support

Human Relations

Work Standards

Language of WorkTM

MANAGING MODEL

WORKER’S WORK

9

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MANAGER’S WORK SHARED WORK

20

12

Business Unit

Executives

. . . . The Language of WorkTT

JobModels

Job

JobModels

Workers

CoreProcesses

Managers

WorkGroups

WorkGroups

Teams

Work Financials

Work Execution

Work Support

Human Relations

Work Standards

The Business Model

StakeholdersIn The

Business

www.performanceinternational.com © 2001

WHAT HOW WHO ORGANI-ZATION

http://www.performanceinternational.com/

HOWCore

Processes

WHO Jobs

WORK GROUPSTeams/

Management

Inputs Conditions Process Steps Outputs Consequences FeedbackWHAT

BusinessUnit

The Alignment of Work Execution/Levels and Work LayersUsing the Language of WorkM

Inputs Governances Process Steps Deliverables Consequences Feedback



© 2000 Performance InternationalBased on The Language of Work ModelTM

Work ExecutionStandards - Work Support-Human Relations-Financials

For details on Business Unit WATs, see:Langdon, Danny G. and Kathleen Langdon. (2018). The Work Trilogy: The Business Model, Bellingham, WA: Performance International.

Data Administrator

IT Admin:Database

Business Analyst

IT Admin:System

IT Administrator

IT Analyst

IT Professional

IT Specialist

Programmer

System Analyst

Technician

Business/IT Analyst

Trouble Reports

System Diagnostics

Operations Procedures

Human System Operators

Facilities

Management

Communica-tions

INPUTS

OUTPUTS

CONDITIONS

3-5 Hardware/Software 1,2,5 Data From Other Entities

1-2 Forecast Req. Planning 1,2,5 Legislative Reg.

1-5 Interface Regs 1-5 Remote Access

1-5 PM 1,2,4,5 Regulatory Regs.

3-5 Vendors

Operational Availability Standard Operating Procedures

Machinery/Manuf Guidelines Water Contractors

Operating Criteria Secure WAN

Union Rules Multiple Entities

Management Priorities Best Practices

Uniqueness of Plans/Division Experience & Training Time

1-5

1-7

1-8

1-8

1-8

7-8

1-6,8

1 23

4Receive Request

Establish Requirements

Validate Request

ID Data Req.d To Fill Request

1 Producing Reports

5 6

9 Test & Retrofit

Implement On Development

Client

ID How To Get Data/ Check

Library

7 8Test &

Retrofit/RefineImplement

Quality Assurance

10 11Upgrade On-Line System

Complete Library Of Reports

1 ReportsProduced

1 2 3 4

5 Est. & Implem. Data Collection

Mechanism

IDData

Needed

Receive Request

Determine Data Sources

Determine Transmission Mechanism

6 7 8Implement On Development

Client

Test & Retrofit/Refine

Implement Quality

Assurance

2 Managing Data

Core Process Model(with Jobs): SAPPROCESS STEPS

CONSEQUENCES

1. Meet DWR business needs (outputs 1-5)

2. Monitoring & control of equipment (outputs 1,2,5)

3. Increased communication channels (outputs 12,5)

4. Regulatory requirements met (outputs 1,2,4,5)

5. Data managed (outputs 1-5)

6. Skilled staff (outputs 1-5)

7. Energy management (outputs 1-5)

8. Water supply system managed (outputs 1-5)

9. Improved decision support (outputs 1-5)

10. Initial user training implemented and improved (outputs 1,2,5)

11. Improved productivity/Viable system (outputs 1,2,5)

12 Visibility cost and cost distribution (outputs 1,2,5)

13. Program benefits improved for same cost (outputs 1,2,5)

FEEDBACK

During After1. Process Owners

2. Functional Team

3. Governance

4. Super-Users

5. Process Experts

6. Project/Operations Management

7. Consultants

8. External Stakeholders/Customers

9. Vendor Support

1. Process Owners

2. Functional Team

3. Governance

4. Super-Users

5. Process Experts

6. Project/Operations Management

7. Consultants

8. External Stakeholders/Customers

9. Vendor Support

Core Process Model: SAP

WORK STANDARDS METRICS (Generic)

Inputs Conditions Process Outputs Consequences Feedback

QUANTITYClient Needs IdentifiedRFPs responded ToLeads Provided Ideas SubmittedDocuments AvailableOrders Taken

Litigations SettledFines Imposed

BreakdownsStepsHands TouchingRevisionsAmount of ScrapMilestones Met

Total SalesTotal Work DeliveredAmount of ServiceChangesBillable Hours

Work WonROIExpectations MetMarketshare

ReturnsQIPsService CallsChanges

QUALITYAll of Client Need IdentifiedUsability For ProcessingServicelifeMeasure Of Other's Output

As My Input

StabilityLemon LawsEEO GuidelinesInjuriesCompliance

Amount of WasteRejectsLoss Time Record

ReworkDelivery Condition

RecallsRepairsReject RateError-free

ComplaintsKinds of QIPsClaimsLevel ofCommunication

TIMELINESSLead TimeJust-In-TimeScheduleCycle Time

ConformanceRegulation ReportsSchedule

Hours ExpendedOvertime HoursDown-TimeResponse TimeScheduleCycle TimeDelaysDue Dates

Delivery Time Lag TimeOn-Time

Response TimeScheduleCycle Time

COSTFunds CommittedProject CostLabor Cost

Raw Materials CostVendor/Supplier Cost

Cost of regulationBudget VarianceBudget Hours

Cost/unit ProfitabilityCost/Benefits Ratio

Sales FiguresCost Per Sale

Value

© 1997 Performance International

1. Business Needs2. Knowledge3. Orientation4. Partners5. Personnel6. Projects7. Strategy

1. Client Retention2. Goal Consistency

Across Units3. Repeat Business4. Reputation5. Teamwork

1. Management System2. Partnerships3. Performance Improve-

ment Interventions4. Personnel Selection5. Skill Maint./ Devel.6. Workflow7. Work Group Ties

1. Individual & WorkGroup Needs:

• Equipment• Raw Materials• Intellectual

Knowledge2. Strategy

1. Product or Service:• Cost• Delivery• Quality• Quantity

1. External Regulations2. Internal Policies3. Professional Ethics4. Professional

Standards

1. Hardware Technologies2. Knowledge Transfer

Mechanisms3. Management Facilitation4. Software5. Systems Approach6. Schedule

1. Marketshare2. Measures of Success3. Public Relations4. Satisfaction of Customers5. Satisfaction of

Stakeholders

1. Work Group Models2. Plans:

• Knowledge• Products• Services

1. Core Process Model2. Process:


1. Business Unit Model2. Business Plan:


1. CompetitiveAdvantage

2. Customer Needs3. Driving Force4. Mission/vision5. Strategic Plan

(including goals & objectives)

1. Continuous Improvements2. Facilitation Methods3. Information Systems4. Measurements5. Meetings

1. Continuous Improvements2. Management Reinforcement3. Measurements4. Quality Checks5. Schedules

1. Measures of Success2. Reaction/Requests of

Stakeholders/Clients3. Reputation4. ROI

1. Budget2. Competition3. Decision Authority4. Governance5. Methods of

Change6. Organizational

Units/Functions7. Regulations

1. Customer Satisfaction2. Job Satisfaction3. Personal Satisfaction4. Tie to Work Group

1. Attributes2. Benefits/Pay3. Budget4. Ergonomics5. Employee Handbook6. Ethics7. Policies8. Safety9. Schedule10.Workload

1. Career Development Plan

2. Documentation3. Performance Improve-

ment Interventions4. Skill Maint./Devel.5. Succession Planning6. Work Flow7. Work Tools

1. Job Models2. Individual unit:


1. Dialogue2. Internal Client Evaluations3. Performance Appraisal4. Rewards & Recognition5. Turnover

1. Assignments2. Boss/Organization3. Equipment/Facilities4. Goals & Objectives5. Identified Client

Needs6. Job Description7. Strategy

1. Consistency of operation

2. Degree of centralization/decentralization

3. Flexibility4. Linkages/interactions5. Organizational

Hierarchy

1. Attributes2. Budget/Funds3. Conflict Resolution4. Culture5. Decision Authority6. Ethics7. Mgmt/Leadership

Practices & Expect.8. Other Group Practices9. Schedule

WORKGROUPS

3E

WORKSUPPORTMATRIX

…. TheHealthyOrganization

FEEDBACKINPUT CONSEQUENCESCONDITIONS PROCESS OUTPUT

PROCESSES

BUSINESSUNIT

INDIVIDUALS

This document may not be reproduced in any manner


CLIENT NEEDS& RESOURCES

WORK GROUPRESULTS

INTERFACE/RELATIONSHIPS

PROCESSRESOURCES

PROCESSRESULTS

REGULATIONS/POLICIES

TECHNOLOGIES(SOFT & HARD)

BUSINESSRESULTS

WORK GROUPDELIVERABLES

PROCESSDELIVERABLES

BUSINESSDELIVERABLES

STRATEGY &BUS. PLANS

MANAGEMENT/TEAMINFORMATION SYSTEM

CONFIRMATIONS &CORRECTIONS

BUSINESSMEASUREM./EVALUAT.

CULTURE /CONTROLS

INDIVIDUALRESULTS

WORKINFLUENCES

WORKMETHODS

JOBDELIVERABLES

CONFIRMATIONS &SELF ADJUSTMENT


ADMINISTRATIVESYSTEMS

VALUES &PRACTICES

2D

4E

1A 1B 1C 1D 1F1E

2A 2B 2C 2F2E

3A 3B 3C 3D 3F

4A 4B 4C 4D 4F

JOB LEVEL WORKER SCAN VERBATIMS:

CLIENT NEEDS & RESOURCES (Inputs)• There’s too much work around here• I wish I knew when there was a real emergency, and not just a loud customer

complaining to the boss WORK INFLUENCES (Conditions)

• Rules keep changing around here• We need a template for our recommendations so we can compare ours to those

of other analystsWORK METHODS (Process Steps)

• Getting approvals requires too many dumb changes and revisions• We need a quicker way to gather the AS-IS state data; couldn’t the client do

this?CONFIRMATIONS & SELF ASSESSMENTS (Feedback)

• We have trouble getting data on System performance…it’s like people don’t trust us to look at it

• I wish the vendors did a better job of comparing us to other customers…they know a lot, but are afraid to tell us

• Our clients go to our boss instead of to us. We can do a quick fix a lot faster than waiting to hear from him.

• I would love to hear, “Good Job!” every once in a while.

Figure 17Internal Client Evaluations.

Work Analytic ToolVerbatims

1. Business Needs2. Knowledge3. Orientation4. Partners5. Personnel6. Projects7. Strategy

1. Client Retention2. Goal Consistency

Across Units3. Repeat Business4. Reputation5. Teamwork

1. Management System2. Partnerships3. Performance Improve-

ment Interventions4. Personnel Selection5. Skill Maint./ Devel.6. Workflow7. Work Group Ties

1. Individual & WorkGroup Needs:

• Equipment• Raw Materials• Intellectual

Knowledge2. Strategy

1. Product or Service:• Cost• Delivery• Quality• Quantity

1. External Regulations2. Internal Policies3. Professional Ethics4. Professional

Standards

1. Hardware Technologies2. Knowledge Transfer

Mechanisms3. Management Facilitation4. Software5. Systems Approach6. Schedule

1. Marketshare2. Measures of Success3. Public Relations4. Satisfaction of Customers5. Satisfaction of

Stakeholders

1. Work Group Models2. Plans:


1. Core Process Model2. Process:


1. Business Unit Model2. Business Plan:


1. CompetitiveAdvantage

2. Customer Needs3. Driving Force4. Mission/vision5. Strategic Plan

(including goals & objectives)

1. Continuous Improvements2. Facilitation Methods3. Information Systems4. Measurements5. Meetings

1. Continuous Improvements2. Management Reinforcement3. Measurements4. Quality Checks5. Schedules

1. Measures of Success2. Reaction/Requests of

Stakeholders/Clients3. Reputation4. ROI

1. Budget2. Competition3. Decision Authority4. Governance5. Methods of

Change6. Organizational

Units/Functions7. Regulations

1. Customer Satisfaction2. Job Satisfaction3. Personal Satisfaction4. Ties to Work Group

1. Attributes2. Benefits/Pay3. Budget4. Ergonomics5. Employee Handbook6. Ethics7. Policies8. Safety9. Schedule10.Workload

1. Career Development Plan

2. Documentation3. Performance Improve-

ment Interventions4. Skill Maint./Devel.5. Succession Planning6. Work Flow7. Work Tools

1. Job Models2. Individual unit:


1. Dialogue2. Internal Client Evaluations3. Performance Appraisal4. Rewards & Recognition5. Turnover

1. Assignments2. Boss/Organization3. Equipment/Facilities4. Goals & Objectives5. Identified Client

Needs6. Job Description7. Strategy

1. Consistency of operation

2. Degree of centralization/decentralization

3. Flexibility4. Linkages/interactions5. Organizational

Hierarchy

1. Attributes2. Budget/Funds3. Conflict Resolution4. Culture5. Decision Authority6. Ethics7. Mgmt/Leadership

Practices & Expect.8. Other Group Practices9. Schedule

3ECLIENT NEEDS& RESOURCES

WORK GROUPRESULTS

INTERFACE/RELATIONSHIPS

PROCESSRESOURCES

PROCESSRESULTS



BUSINESSRESULTS


PROCESSDELIVERABLES

BUSINESSDELIVERABLES

STRATEGY &BUS. PLANS

MANAGEMENT/TEAMINFORMATION SYSTEM


BUSINESSMEASUREM./EVALUAT.

CULTURE /CONTROLS

INDIVIDUALRESULTS

WORKINFLUENCES

WORKMETHODS

JOBDELIVERABLES



ADMINISTRATIVESYSTEMS

VALUES &PRACTICES

2D

4E

1A 1B 1C 1D 1F1E

2A 2B 2C 2F2E

3A 3B 3C 3D 3F

4A 4B 4C 4D 4F

Culture Improvement Needs

WORK GROUPS

COREPROCESSES

BUSINESSUNIT

JOBS

WORKSUPPORTMATRIX

…. TheHealthyOrganization

FEEDBACKINPUTS CONSEQUENCESPROCESS STEPS


CONDITIONS OUTPUTS

32

HUMANRELATIONSMATRIX

FEEDBACKINPUT CONSEQUENCESCONDITIONS PROCESS STEPS OUTPUT

GROUPRESULTS

INTERFACE/RELATIONSHIPS1. Teamwork Used2. Processes Followed3. Quality Work Sought4. Defined Processes

Followed5. Productivity Achieved6. Continuous Learning

Expected

1. Quality of Work Encouraged

2. No Delays

1. Compliance Sought2. Rules/regulations

Followed3. Ethics Required

1. Process Followed2. Changes Are Possible3. Time Is Important4. Innovation Is Okay5. Value Is Added6. Sabotage Is Not Okay

COREPROCESSES

WORKGROUPS

BUSINESSUNIT

BUSINESSRESULTS1. Positive Reputation2. Repeat Business3. Customer Is Right

PRODUCTS &SERVICES1. Collaborative Output2. Quality Products/

Services Produced

1. Outputs AreSupported/Important

BUSINESSDELIVERABLES1. Quality Work

Encouraged in Products and Services

STRATEGY &BUS. PLANS1. New Business Ideas

Encouraged2. Customer/Client Input

Requested 3. Communications

Sought4. Realistic Strategic

Plans

MANAGEMENT/TEAMINFORMATION SYSTEM1. Positive Client Reaction2. Information Shared3. Individuals Get Along4. Information Flows5. Questions Asked/Answers Given

1. Feedback Encouraged2. Suggestions Made3. Feedback Sought

BUSINESSMEASUREM./EVALUAT.1. Positive Client Reaction2. Bottom-up Information Flow3. Management Listens &

Responds

CULTURE /CONTROLS1. Positive Culture2. Equal Opportunity3. Friendly4. Personal Compliance

with Guidelines5. Adherence to Contracts6. Equitable Application

of Compensation7. Career Development &

Advancement Equity

VALUES &PRACTICES1. Clear Productivity

Expectations2. Positive Environment

Supported3. Policies Followed4. Ethics Required

MARKET SYSTEMS1. Responsive processes2. Cooperation 3. Encouraged

CLIENT NEEDS& RESOURCES1. Team Input Sought2. Client Attended To3. Resources Used4. Group Needs/

Requests Sought

1. Positive/ConstructiveWorker/Manager Input

2. Resources Provided

INDIVIDUALRESULTS

1. Quality Outputs2. Valuing others’ output

and input


WORKINFLUENCES1. Clear Productivity

Expectations2. Positive

Environment3 Policies Followed4. Pay Equity5. Ethics6. Job Growth

WORKMETHODS1. Processes Followed2. Quality Expectations3. Continuous Learning4. Defined processes5. Assignment By Skill

& Ability6. Personal Productivity7. Ideas Encouraged 8. “Not Blaming Others"

JOBS

PRODUCTS &SERVICES

1. Information Encouraged2. Reinforcement Given3. Useful Performance Review4. Questions Asked/Answers

Given5. Productivity Information

Provided

CLIENT NEEDS& RESOURCES1. Selection By Skill &

Experience2. Client Attended To3. Resources Available4. Mgmt. Information

Available5. Clear expectations

1. Client Valued/Right2. Individual Valued3. Product/Service Valued4. Individual Rewarded

1. Group Rewarded2. Client Valued/Right3. Individual Valued4. Group Satisfaction

Encouraged

PROCESSRESULTS



PRODUCTS &SERVICES

CONFIRMATIONS &CORRECTION

RESOURCES


3E

2D

4E

1A 1B 1C 1D 1F1E

2A 2B 2C 2F2E

3A 3B 3C 3D 3F

4A 4B 4C 4D 4F

1. Product Price2. Group Rate3. Estimated Time4. Cost Factors5. Generate Income6. Labor Mix7. Tools & Materials for Groups

1. Cost/benefit2. Units produced 3. Sufficient Work

1. Assembly2. Distribution3. Service Delivery4. Mgmt. System Costs

1. Company Cash2. Capital Raised3. Leverage4. Facilities & Equipment5. Raw Materials6. Intellectual Knowledge

1. Gross Margin2. Profitability3. Net Cash Flow4. Earnings

1. GAAP2. State/Federal Laws3. Contracts4. Gross Margins5. Hourly Rate6. Benefits7. Shrinkage8. Time Value of Money9. Taxes10.Professional Standards

1. Sales2. Marketing3. Advertising4. Production5. Service Delivery Tech.:

• Practice• Process

6. General Accounting7. Treasury8. Accounts Payable9. Accounts Receivable10.Inventory11.Payroll12.Taxes13.Cash Management

1. ROI2. Net Profit3. EDITDA4. Gross Margin5. Cost of Capital6. ROA7. Safety8. Environmental Impact9. Public/Client Relations

1. Customer2. Income3. Reduce Costs4. Identify New Revenue

Stream5. Preserve Assets6. Accurate Paperwork7. Efficient Systems8. Sales Orders9. Invoices Paid

1. Sales Income2. Gross Margins3. Operating Expenses4. Inventory5. Accounts Receivable6. Accounts Payable7. Capital Expenditures

1. Profit2. Revenues3. Direct Costs4. Operating Expenses5. Capital Expenditures6. Accounts Receivables7. Inventory8. Payables9. Net Cash Flows

1. Valuation 2. Customer Revenues3. Cost Enhancements4. Assets/Liabilities/ Equity5. Market6. Owner Investments7. Secure Financing8. Working Capital9. Identifying Client Needs

1. 360 Cost appraisal2. Cost/benefit analysis3. Employee value/salary4. Group Satisfaction5. Management Satisfaction

1. Bad Debt2. A/R Turnover3. Collection Period4. Financial Statements

1. Valuation2. Cash Flows3. Return On Assets (ROA)4. Return On Income5. Return On Sales6. Business EDITDA/Fundamentals7. Dividends8. Stock Value9. Customer Value

1. Capital Budget2. Risk vs. Return

Assessment3. Forecasting/Financial

Planning4. Interest Rates5. GAAP6. IFRB ???7. Fiscal Compliance8. Industry Sector9. External Infrastructure10.Environmental Impact11.Taxes

1. Cost/benefit2. Units produced 3. Sufficient Work for day4. Product Quality Maintained

1. Cash flow goals2. Daily Income3. Cost of Materials4. Safety5. Workload

1. Assembly2. Distribution3. Service Delivery4. Skills/Maint. Dev. Costs5. Work Tools6. Succession Planing7. Career Devel.m Costs8. Personnel Selection

1. Customer2. Income3. Reduce Costs4. Identify New Revenue

Stream5. Preserve Assets6. Accurate Paperwork7. Efficient Systems8. Sales Orders9. Invoices Paid

1. 360 Cost appraisal2. Cost/benefit analysis3. Employee value/salary4. Benefits5. Personal Satisfaction

1. Product Price2. Hourly Rate3. Estimated Time4. Cost Factors5. Generate Income6. Labor Kinds7. Tools & Materials for Indiv’ls8. Benefits

1. Cash Management2. Treasury3. Purchasing4. Customer Acquisition5. Sales Orders6. Admin. Sys. Costs

1. Cash flow goals2. Daily Income3. Cost of MaterialsWORK

GROUPS/MANAGEMENT

3E

FINANCIALSUPPORTMATRIX

…. TheFinanciallySoundOrganization

FEEDBACKINPUTS CONSEQUENCESCONDITIONS PROCESS STEPS OUTPUTS

COREPROCESSES

BUSINESSUNIT

JOBS


GROUPRESOURCES COSTS

INDIVIDUALRESULTS

GROUP WORKMETHODS

PROCESSRESOURCES COSTS

PROCESSRESULTS



BUSINESSRESULTS


PROCESSDELIVERABLES

BUSINESSOUTPUT COSTS

STRATEGY ANDFINANCIAL PLANS

GROUP/MGMT.MEASUM.TS & IMPROVM


BUSINESS MEASUM’TS./EVALUATION

GOVERNANCECOMPLIANCE

INDIVIDUALRESULTS

INDIVIDUALCOMPLIANCE

INDIVIDUAL WORKMETHODS

JOBDELIVERABLES

INDIVIDUALMEASUM.TS & IMPROVM.

INDIVIDUALRESOURCES COSTS

SYSTEMSCOSTS

GROUPCOMPLIANCE

2D

4E

1A 1B 1C 1D 1F1E

2A 2B 2C 2F2E

3A 3B 3C 3D 3F

4A 4B 4C 4D 4F

9. Planning Work10. Linking With Other Groups11. Selecting Employees12. Job/Work Group Orientation13. Establishing Systems14. Assigning Tasks15. Facilitating Work16. Reinforcing Work Performance17. Training & Work Performance18. Facilitating Change19. Facilitating Work Support20. Informing Management21. Job & Work Group Models22. Assuring Role Relationships23. Conducting Meetings24. Improving Quality25. Problem Solving26. Resolving Conflicts27. Measuring Work28. Transferring Knowledge29. Reviewing Performance30. Career Development

Language of WorkTM

The Managing Model

Work Formula

TO ACHIEVE:• Work Facilitation Alignment• Transparency• Continuous Improvement

For Managers

Language of WorkTM

MANAGING MODEL

WORKER’S WORK

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Selecting Employees

Job & Work Group

ModelsPlanning

Work

Language of WorkTM

Manager/Worker Interface

AssigningTasks

Work Implementation

WORKER’S WORK

FacilitatingWork

ReinforcingWork Performance

Reviewing Performance

Continuous WorkImprovement

FacilitatingChange

CareerDevelopment

Assuring RoleRelationships

TransferringKnowledge

MeasuringWork

Resolving Conflict

ProblemSolving

ImprovingQuality

ConductingMeetings

Linking With Other Groups

©1999 Performance International

EstablishingSystems

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Bellingham, WA 98229360-738-4010

Performanceinternational.com

Training & Perform. Improvement 17

FacilitatingWork Support 19


InformingManagement 20

Job/ Work GroupOrientation 12

The Managing Model WATsLanguage of WorkTM

MANAGING MODEL

WORKER’S WORK

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20

12

Planning Work Work Group & Job ModelsLinking With Other Groups Work Group and/or

Core Process Models Selecting Employees Job ModelJob/Work Group Orientation Job or Work Group ModelEstablishing Systems Job Models

Work Group ModelsCore Process Model

Assigning Tasks Job ModelsWork Group Models

Facilitating Work Job ModelsWork Group Models

Reinforcing Work Performance Work FormulaTraining & Work Performance Job Models

Work Group ModelsFacilitating Change Job Models

Work Group ModelsFacilitating Work Support Work MatricesInforming Management Work FormulaJob & Work Group Models

(Job Description) Job ModelsWork Group Models

Assuring Role Relationships Work Group ModelNaming Jobs To Work Group Model

Work Analytic Tool(s)

42

Language of WorkTM

MANAGING MODEL

WORKER’S WORK

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20

12

Conducting Meetings Job ModelsWork Group Models

Improving Quality Job & Work Group ModelsWork Improvement Solution

AidProblem Solving As Is/To BeResolving Conflicts Job Models

Work Group ModelsMeasuring Work Work FormulaTransferring Knowledge Job Models

Work Group ModelsReviewing Performance Job Models

Work FormulaCareer Development Job Models

Work Group Models

Work Analytic Tool(s)

The Managing Model WATs

43

For details on these WATs, see:Langdon, Danny G. and Kathleen Langdon. (2018). The Work Trilogy: The Managing Model, Bellingham, WA: Performance International.

CAUSE

Look for causes in:• Process Steps• Inputs• Conditions• Feedback• S/K/A• Other Work

Support Factors

EFFECT

Was there a problem in either or both of:

• Outputs?

or

• Consequences?

Reviewing PerformanceWork Analytic Tool: Work Formula

THEN

Job AidPresentation Preparation Checklist & Resources Guide”

• Change Management• Change Style Preference• Coaching• Communications• Conflict Management• Culture Change• Customer Feedback• Feedback • Job Aids• Guidelines • Teaming

INTERVENTIONSTO BE USED

CONDITIONS PROCESSINPUT FEEDBACK

GAPS,CHANGE

STATEMENTS,INTERVENTION

OPTIONS&

SELECTION

ANALYSIS TITLE:

CHANGESTATEMENT

Direction and information primarily from Marketing. Manager

Direction from Project Managers and others

• Communication• Feedback• Guidelines• Job Aids• MIS• Performance Indicators• Policies & Procedures

Performance Standards“Company Presentation Standards Book”

Maintain a conformity of oral presentations to established business style and look.

Company policies on presentation format are defined

Company policies on presentation format need to be maintained

• Coaching• Competency Modeling• Customer Feedback• Guidelines• Job Aids• Mentoring• Motivation Program• Performance Appraisal

PerformanceAppraisal“Videotape Feedback”

Improve the feedback provide to each presenter so as to assess and improve individual presentation style.

Only oral feedback review of presentation skills is given

Individuals need visual review of presentation skills

INTERVENTIONOPTIONS

© 1999 Performance Analysis Wizard

ASIS

TOBE

GAP

• Computer Networking• Electronic Perf. Support Sys.• Expert System• Flowcharts• Guidelines• Information System Design• Job Aids• Management Info. System• Performance Analysis

Job Aid orProcedures“Project Team Presentation Package”

Random development procedure used by project manager and marketing mgr.

Procedure will be consistent and Team driven

Establish a systematic process, with feedback, for the team to follow in developing an oral presentation.

Extinguish the role of the marketing manager as the key source of information to the team in developing the oral presentations; establish use all sources equally.

Establish Improve Maintain Extinguish

CHANGEIs




Project ProposalOral Presentations

Work Analytic ToolAS/TO BE TABLE

9 Collaborate With Business

Users

10 11 12Recommend.: Action Req.

To ITGB

Draft Risk Reduction

Plan

Continuous Improvement

1 Adopt A

Methodology

2 3 4

5

Install TrainMonitor Project

Adherence

Monitor Effectiveness

6 Improve/ CI Life Cycle, As

Needed

5 Maintaining A Development Life Cycle

Help/Service

Desk

ITPersonnel Funding

End-Users/ Customers/

Partners

Documenta-tion

User/ Technical/

Function Req.

Software Tools

Business Plan/Enterprise.

Vision

INPUTS PROCESS STEPS

CONDITIONS

1-9 Admin. Proc. & Policies 1-9 Research Papers, etc.

1-9 Exp/Coml/Best Practices 1-4,8,8 H/W, S/W Lab

1-9`IV&V/Consultants/Vendors/Sup 1-3 Data/Quantity

1-9 Control Agencies 1-5,8,9 Operations Recovery Plan

1-9 Risk Tolerance 1,2,4,7,9 Licenses/Certification

1-5

1-5

3-5

5

1-5

5

5

Control Agencies LegislationCustomer/SWP Political BackdropExec./Other Management Contracts & LicensesProfessional Standards UnionState of the Art 24 x 7DAM/SAM IT Plans/ Replacement Plans

4 Department-wide SecurityPlan Provided

5 Development Life Cycle Planned

1 2 3 4

5 Quantify Test

Results

ID The Areas To Examine

ID Bus. Need or Risk/

Vulnerability

ID The Pot.’lThreats; Quantity

Test For True

Vulnerability

6 7 8Draft Alternatives

Cost/Benefit

Analysis

Obtain Necessary Approvals

4 Implementing Department-wide Security

Figure 17

Work Group ModelIT Support Services

OUTPUTS

Work Analytic ToolDots On Work Model

AN EXAMPLE

24

In General:The Work Analysis Aid provides a systematic way to use work execution models and support matrices to review and decide needed change in work performance. Sample analysis questions—such as “What is the worth or value of an output?”—to the six elements and layers of work are provided to start your thinking as to how to resolve an identified work problem/need. Pose these questions after determining areas of work improvement from use of the Work Improvement Identification Aid. You are reminded that there are four ways of changing work: (1) establish, (2) improve, (3) maintain, or (4) extinguish work; keep such in mind when proposing work change. Questions are not limited to those listed here; they serve as a beginning to tailoring to your work environment.

© 2015 Performance InternationalLanguage of WorkTM

A. First look at Outputs and Consequences for work results. Ask:

a) What is the worth (value) of each output to the customer/client?

b) Is the quality of this output sufficient for the next receiver to use well?

c) Is the quality in keeping with its cost?d) Is it being done by the right person or unit?e) Can it be transferred? Consolidated? Outsourced?f) Can you reduce the frequency of the delivery of the

output?g) Can you reduce the number of people receiving the

service?Compare outputs to the consequences. h) Are they aligned with each other?i) Are any other new outputs needed to satisfy any of

the identified consequences?

C. Look at Process Steps first for cause. Ask:a) Where are the trouble spots in the process steps? b) Who can address the trouble spots?c) Are there “white spaces” that need to be better

managed? (i.e., pass offs that “fall thru the cracks)d) What skills and knowledge are needed to complete each

step in the process? Which of these need to be further developed?

e) Is training effectively transferring to job? Would other interventions (i.e. mentoring) be more effective?

f) Can any of the steps be delegated?g) Is the process being conducted by the right person or

department?

B. Look at Conditions for cause. Ask:a) Are any of the conditions inhibiting successful

performance of process steps, use of inputs, or feedback?

b) Do any conditions need to be modified?c) Do any conditions need to eliminated?d) Which of the conditions should be reinforced for

adherence?e) Could management do things to improve specific

compliance? Or, remove debilitating conditions?

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Work Analysis Aid

Answers The Question:“How are work problems

to be resolved?

Work Analytic ToolWork Analysis Aid

E. Look at Feedback for cause. Ask:a) What further feedback during process steps is needed?b) What feedback is further needed for inputs?c) What feedback is further needed for conditions?d) What feedback is missing or needed more when the

work is finished?e) Would a different schedule of reinforcement enhance

desired results in inputs, conditions, process steps?f) By whom should feedback be improved?h) Is a system change needed for feedback?i) Are there reports or automated reminders that would

provide improved feedback?

D. Look at Inputs for cause. Ask:a) Is the quality of this input sufficient to the do-er?b) What form does the input come in? Can the input be

systematized? Automated? Organized differently? Consolidated? Do you wait for or go get the output?

c) Is the input being received by the right person or unit?d) Can the waiting time be changed? Reduced?e) Is the trigger clearly defined when it comes to you? f) What could be done to improve the trigger’s clarity?g) What resources can be eliminated/ added/modified?

G. Look at Work Support for cause. Ask::a) What interventions, at what level, need improving or

are missing?b) What new interventions would improve work?c) What interventions could be eliminated?d) Are any interventions being ignored?e) Do any interventions cause a barrier to work

performance?

H. Look at Human Relations for cause. Ask:a) What human relations factors are getting in the way of

getting the work accomplished?b) Does the human relations factor require professional

help to fix?c) Could policy changes improve Human Relations

factors?

I. Look at Financial Support for cause. Ask:a) What additional financial support is needed?b) Is training required in financial literacy?c) What additional financial support needs to be brought

to the attention of senior management?

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F. Look at Work Standards for cause. Ask:a) What standards need to be established/clarified?b) Are standards ignored to get the work done?c) Does the customer have stated/clear standard

expectations?

Work Analysis Aid

© 2015 Performance InternationalLanguage of WorkTM

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31. Work Implementation (Job & Team)32. Continuous Work Improvement

Language of WorkTM

The Working Model

Work Formula

For Individual Worker and Team

AS IS Job

TO BE Job

• Whose work will change

• How work will change

• Skills & Knowledge needed for work

• Better Job descriptions that can be easily updated

• Basis for conducting Assessment for identifying training needs based on work execution

• Identify interventions for work performance improvement, i.e., job aids, specific training, etc.

• Competency identification and measurement

• Effective performance review

Uses of Job Models:

GOAL:

Individuals understand exactly what their job is and how it will change as a result of technology or other changes, and what the organization must do to bring about those changes

The Language of Workis a form of Systems Thinking

As such, it promotes• Individual and team Continuous

Improvement throughout an organization

Inputs ProcessSteps Outputs

Conditions

Consequences

Feedback

Cause

Effect

33. Integrated HR System34. Competency Modeling35. Re-engineering36. Total Quality Management37. Lean 38. Reorganization39. Mergers40. Acquisitions41. New Business Start-up42. Downsizing43. Outsourcing44. Expanding Operations 45. Training Needs Assessment & Development46. Intervention Selection47. Job Descriptions48. Identifying & Loading Jobs to Core Processes

Language of WorkTM

Organizational Effectiveness

Work Formula TO ACHIEVE:• Systems Approach based on

LoWTM

• Consistency with LoW Models

For Change Agents, Performance Consultants,

Trainers, HR, etc.

“The Work Trilogy”

A three book series covering work for everyone in the organization:

The Business Model for executives The Managing Model for manages The Working Model for job holders &

teams

QUESTIONS?

Presentation Sources:

Books:

Langdon, Danny G. and Kathleen Langdon. (2018) The Work Trilogy: The Business Model: Using The Language of Work To Facilitate Work, Bellingham, WA: Performance International, https://www.performanceinternational.com/resources/books/ Langdon, Danny G. and Kathleen Langdon. (2018) The Work Trilogy: The Managing Model: Using The Language of Work To Facilitate Work, Bellingham, WA: Performance International, https://www.performanceinternational.com/resources/books/ Langdon, Danny G. and Kathleen Langdon. (2018) The Work Trilogy: The Working Model: Using The Language of Work To Implement Work, Bellingham, WA: Performance International, https://www.performanceinternational.com/resources/books/

LoW YouTube Sources:10-Minute Teach: https://youtu.be/Nn7tLm4nRLU

Business Optimization Dashboard: http://www.youtube.com/watch?v=WhS2KMdHm70

https://www.performanceinternational.com/resources/books/

https://youtu.be/Nn7tLm4nRLU

http://www.youtube.com/watch?v=WhS2KMdHm70