Performance Management: Converging Behavioral Analysis and Purchasing

NAEP District II MeetingAtlantic City, NJ

Tuesday, October 28, 2014

Cynthia L. Urick, CPSM, LBS

Cynthia L. Urick, CPSM, LBS 2

The ABC Model of Behavior

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Cynthia L. Urick, CPSM, LBS 3

Learning Objectives

• Explain the theory and application of behavioral analysis

• Identify and demonstrate ways to use data to measure change

• Identify effective communication skills for use in implementing change

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Cynthia L. Urick, CPSM, LBS 4

Differentiating Treatments

• Psychotherapy– Treat people with mental

disorders to understand their illness

– Teaches people strategies and gives them tools to deal with stress and unhealthy thoughts and behaviors

– Helps patients manage their symptoms better and function at their best in everyday life

– Subjective (thoughts, feelings, emotions)

– Considered healthcare

• Behavioral Analysis– Focuses on behavior itself in the

here and now rather than mentalistic causes of behavior.

– Practical application in organizational psychology to enhance employee performance

– Used in mental health treatment to build abilities in children and adults with disabilities and increase academic skills in school settings.

– Objective (behaviors)– Since all organizational results

are the product of human behavior, business is behavior.

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Cynthia L. Urick, CPSM, LBS 5

What is Performance Management?

• It's a way of getting people to do what you want them to do and to like doing it.

• The Fundamental goal of Performance Management is to bring out the best in people while generating the highest value for the organization.

• Techniques and practices are derived from Behavior Analysis, the scientific study of behavior.

• Because behaviors relate to the here and now, managers don’t have to pry into employees private lives or personal histories to bring out the best in them.

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Cynthia L. Urick, CPSM, LBS 6

The ABC Model of Behavior

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Antecedents

What are they?• Stimuli in the environment that

increase the likelihood that a certain response will occur

• All resources provided to help people do their jobs

• Instruct individuals to do something in a particular way

• Set the stage for work behavior or performance to occur but they do not guarantee that it will occur

Examples• At work: checklists, directories,

flowcharts, operating manuals, polices, procedures, training

• General: telephone ring, red light, advertising (packaging, commercials)

• Feelings: hunger, stress, frustration, accomplishment

• Words that refer to antecedents: stimulate, signal, cue, prompt, trigger, encourage, motivate

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Cynthia L. Urick, CPSM, LBS 8

Behaviors

What are they?• Observable, measurable

activity of a person• Reliable• Objective rather than

judgmental• Present tense: what people

are doing• Past tense: What people have

produced (results)

Examples• Behavior: read instructions,

add numbers, place stamp on envelope, write on form, use credit card, verbal behavior (do what you say), attendance

• Behaviors are not: opinions, professionalism, creativity, enthusiasm, attitude, teamwork, supervising, delegating, being proactive, values, lazy, morale

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Cynthia L. Urick, CPSM, LBS 9

Consequences

• People do what they do for the positive consequences they receive or for the negative consequences they are able to avoid.

• The single most effective tool a manager has for improving employee performance and morale

• Behavioral events that follow a behavior and change the probability that the behavior will recur in the future

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Cynthia L. Urick, CPSM, LBS 10

The Four Consequences and Their Effects

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Cynthia L. Urick, CPSM, LBS 11

The Most Powerful Responses are:

*Note that we are walking in the performer’s shoes when determining consequences.

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Cynthia L. Urick, CPSM, LBS 12

Positive Reinforcers

• Any event, action, or object that has increased the frequency of a behavior.– Social – attention, gestures, words, or symbols

• Examples: written messages, verbal praise, present results to upper management, brag sheet outlining team performance

– Tangible – economically valuable • Examples: Something with the company logo, food, gift

certificate, give the recipient a story to tell

– Work-related – naturally occurring events• Examples: desired training, breaks, increased job responsibility,

preferred job assignments, flexibility in work scheduling, autonomy in setting/deciding goals

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Cynthia L. Urick, CPSM, LBS 13

Taking Ownership in Your Work Area

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http://aubreydaniels.com/taking-ownership-your-work-area

Cynthia L. Urick, CPSM, LBS 14

Yearly – through AP

Over half of the invoices are <$500

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DateQty.

Invoices

Qty Invoices <$100

% of Invoices <$100

Qty. Invoices <$500

% of Invoices <$500

Qty. Invoices <$1,000

% of Invoices <$1,000

Single Transactions

2011 8,585 2,073 24.1% 4,434 51.6% 5,601 65.2% 734

2012 8,347 2,008 24.1% 4,549 54.5% 5,717 68.5% 752

2013 7,841 1,871 23.9% 4,286 54.7% 5,360 68.4% 7172014 (9 mo.) 5,911 1,394 23.6% 3,214 54.4% 4,001 67.7% 586

Flow of a paper invoice through AP

Paper invoice received through

campus mail

Envelopes opened manually

Label with bar code is placed on invoice

for identification

Invoices are scanned from Ricoh MFD to

email

Invoices are received from email

and uploaded to PN3

Invoices are coded individually by AP

Invoice proceeds through signature

authority flow through PN3

Auditor authorizes payment Checks are printed

Checks >$5,000 are hand-signed

Checks are placed in envelopes

Checks are mailed First Class ($0.49)

Orange fill – end user; Blue fill - accounting

Flow of a current pcard transaction

Cardholder receives monthly paper

statement through campus mail

Envelopes opened manually, statement

removed

Cardholder completes an employee expense

report, attaching receipts and statement

Cardholder seeks hand signature from

supervisor

Cardholder sends statement to accounting

through campus mail

Accounting receives a master list of all

University credit card statements through

campus mail

Mater list of statements are organized by credit

card number so accounting re-organized

alphabetically

Accounting manually tracks receipt of

employee expense reports from 140

cardholders

Accounting reminds lagging cardholders to get their statements in

Accounting provides list of late cardholders to VP of finance (if applicable)

Accounting posts allocations to Great

Plaines GL (late accounts are posted to a general

account)

Orange fill – cardholder; Blue fill - accounting

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Pinpoint desired behavioral changes

• Combine monthly transactions onto one invoice• Provide specific details: Include subtotals for each department code, yearly total

invoice quantity of 12 or fewer. • Consequence: Efforts to be reflected verbally and in writing on vendor report card

Partnered vendors: Increase effective invoicing

• Educate cardholders and mangers on how to appropriately increase use of p-card• Provide a date in which low-dollar invoices from cardholders will cease to be paid

through AP (extinction)• Consequence: Verbal affirmation to individual and manager, clerical assistance

P-card holders: Increase use for transactions <$500

• Educate cardholders and managers on how to appropriately increase use of p-card• Consequence: Verbal affirmation to individual and manager, clerical assistance

P-card holders: Increase use for 1-transaction vendors

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Cynthia L. Urick, CPSM, LBS 18

….and additional observations

Increase on-contract buying

Increase purchase requisition and contract compliance

Identify contract opportunities

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Cynthia L. Urick, CPSM, LBS 19

When reaching out to staff….

• Look for the positive (4:1)• Be honest and sincere• Have an open mind• Use reflective listening skills• Take staff where they are today• Set them up to succeed (antecedent)• Take a non-judgmental approach• Use reinforcers• Say what you mean and mean what you say• Understand that sustained change takes time10/28/2014

Cynthia L. Urick, CPSM, LBS 20

References• Daniels, AC. Management Traps: "You Did A Good Job But..." and Other De-

Motivators https://www.youtube.com/watch?v=pLq-skUOflY• Daniels, AC. Positive Reinforcement in the Workplace. http://

aubreydaniels.com/behavioral-minute-positive-reinforcement-and-relationships

• Daniels, AC. Taking Ownership in your Work Area http://aubreydaniels.com/taking-ownership-your-work-area

• Daniels, AC, Bailey, JS. Performance Management: Changing Behavior that Drives Institutional Effectiveness, 2014 (Ed 5).

• National Institute of Mental health. http://www.nimh.nih.gov/health/topics/psychotherapies/index.shtml

• Sinek, S. How Great Leaders Inspire Action. http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action

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