streamlining the support that enables performance · ispi isd conference 2004 ©2004 prh...

ISPI ISD Conference 2004©2004 PRH Consulting, Inc.

Streamlining the Support that

Enables Performance

leveraging knowleveraging know--how for performance!how for performance!

20 Danada Square West, #102Wheaton, IL 60187phone: 630.682.1649web: www.prhconsulting.com

PRH Consulting

Inc.

PRH Consulting

Inc.

ISPI—ISD ConferenceFocusing on ResultsSeptember 27 – October 2

©2004 PRH Consulting, Inc. Page 1

In many environments, work is governed by a tangled thicket of work orders, flowcharts, SOPs, job aids, reference manuals, and training understood only by a few insiders—at the least, this creates a “drag” on performance

Session Premise and Objectives

Describe a performance support system architecture, typical problems, and the impact on organizational and individual performance

Describe key principles to be addressed in the design of a performance support system architecture and its components

Define organizational roles for key stakeholders

Create a vision for a future-state model they could implement in their own organization



Session Presenter

Peter R. Hybert

Pete has been in the human performance improvement field since 1984 and has been a consultant since 1989.

His clients include many Fortune 500 firms. He has analyzed, designed, and developed training and development for almost every type of business function and process.

Pete is the author of more than twenty articles and has presented more than twenty times at international conferences and local chapters of ISPI, ASQ, and ASTD. He has also served as the chairperson for ISPI’s Awards of Excellence Committee and a President of the Chicago Chapter of ISPI.

Analyzed over 100 jobs and work processes

Designed over 30 modular curriculum architectures and developed over 50 training and performance support solutions

Designed, developed, and implemented qualification systems and instruments for engineers, technicians, validation specialists, project managers, and service engineers

Designed, developed, and implemented performance-based competency systems, including assessment tools, coaching tools, and links to curriculum


System Example…Pharmaceutical Operations (Manufacturing)

Regulations

Procedures

Work InstructionsManufacturing “Ticket”

MSDSTraining

Work Environment

Equipment User Guides

Job Aids/ Visual Aids

Typical Performance Issues

• Confusion or errors due to - Multiple governing procedures,

etc.- High rate of content change

(though changes are often minor)

- “Re-training” required for every change

- Difficult to access - Different rules for sites serving

different countries• Excess costs

- Can’t have “unqualified” performer doing the work

- High rate of change—often due to internally driven changes (e.g., quality)


• Confusion or errors due to - Multiple governing procedures,

etc.- High rate of content change

(though changes are often minor)

- “Re-training” required for every change

- Difficult to access - Different rules for sites serving

different countries• Excess costs

- Can’t have “unqualified” performer doing the work

- High rate of change—often due to internally driven changes (e.g., quality)



Task Example…Filter Testing

Task: Test filter before and after use.

Tools/Supporting Info

• Specifications• Form (for results)• Procedures

- Testing different types of filters

- Operating the testing equipment

- Safety/PPE- Investigation (for failures)

Training

• Filter concepts (e.g., types, purpose)

• Overall testing process and “why”

• “How-to” (task qualification)

• General “area” - Safety- Sterile environment- Rules about

documentation- Etc.


• Mis-identify filter (run wrong test)

• False negative (perform step incorrectly)

• Damage filter during test• Too many uses• Not re-assembled

correctly• Errors in documentation


• Mis-identify filter (run wrong test)

• False negative (perform step incorrectly)

• Damage filter during test• Too many uses• Not re-assembled

correctly• Errors in documentation


Typical Problems with Performance Support

1) Overlaps

2) Gaps

3) Inaccessibility

4) Not a fit with users

5) Not a fit with performance situation

6) Not current/maintained

7) Not integrated (“silos”)

8) Too many links/references

In most cases, these systems have not been designed—they have evolved!



Human Performance Support System

CapabilityRequirements

PerformerCapability

Performance Measurement

& Tracking

Business Processes

Business Processes

Business Processes

Training &Development

Infoware& Tools

Performance Results

Define/Improve Processes

BuildCapability

ManagePerformance

Qualification/Certification Coaching

KMS

Selection

PerformanceRequirements

SupportRequirements

Work Assignments/Roles


The question becomes “How do we ensure a sufficient supply of employees capable to perform X?”

Overall System Purpose

Training

Performance

OK? OK?

Need to verify performancemeets requirements (on-going)

Prepare employees for performing in the work environment

Transition employees to the work environment

Maintain employee performance (keep pace with changes)

Need to verify capability before the trainee enters the workplace



The system consists of both content and delivery vehicles (e.g., training, documents, etc.)

Content

Process

“Products”

Roles

Infrastructure

Design Concepts: Focus on organizational capability—build a system—no “one-offs”

““OneOne--offs” and “orphan” products are often simply a waste of resourceoffs” and “orphan” products are often simply a waste of resources!s!


All work consists of performanceperformance, including outputs, tasks, and measures

And enablingenabling information, tools and “performer-resident” capabilities (e.g., knowledge, skills, traits, etc.)

Design Concepts: Performance Should be the Integration Principle

Greeting and IntroGreeting and Intro PreliminaryPreliminary

Explore Initial

Needs

Explore Initial

Needs

Identify Actionable

Issues

Identify Actionable

Issues

Summarize Next Steps and Close

Summarize Next Steps and Close

Other Needs

N

Sales SkillsTechnical

Knowledge

Customer Industry

KnowledgeEtc.

Key decision: What content will you make “performerKey decision: What content will you make “performer--resident”? resident”?



Performance Includes…

StepsTypical variations• “Basic”

performance• “Hard/ advanced”

situations• “Odds & Ends” (e.g.,

occasional, admin, etc.)

Conditions, e.g., “real-time,” environment, etc.

Design Concepts: Performance Should be the Integration Principle, continued

…Should Drive…

Selection of delivery vehicleSize and content of “chunks”Organization scheme

andand


Design Concepts: “Point of Need” is not the Same as “Point of Use”

• Customer account number• Policy about credit for returns• How to navigate the customer

account data systems

Customer Service Agent

When to learn, relative to when needed to perform

• Competitive product capabilities• How to use the CAD system• Materials characteristics (e.g., melting

point)

Engineer

• Maintaining a sterile environment• Suturing• Emergency procedures• The surgical procedure you are

undergoing

Doctor

As NeededBeforeExample CapabilitiesRole



Design Concepts: Separate “Learning Curve” Content from “Reusable” Content

Learning Curve

Concepts, e.g., models, analogiesTextual/ narrative informationSkill-building exercises (including how to use tools)

Referred To

Technical data, e.g., product specs, account information, etc.Procedural informationSample outputs

Training Materials and ProcessTraining Materials and Process(“Performer(“Performer--Resident”)Resident”)

Tools, Job AidsTools, Job Aids


Verification should be used strategically to reliably predict capability

Design Concepts: Verify Where Needed

Most Rigor

Least RigorHow Verified

Where VerifiedOn the Job

In Learning Setting

Performance

Opinion

Instructor AssessmentInstructor Assessment

Knowledge TestKnowledge Test

SimulationSimulation Performance QualificationPerformance Qualification



Design Concepts: The Delivery Vehicle has To Fit the Content and Environment

ContentFacts/rules/information vs. ideas/wisdomVolatile vs. stable content“Find” vs. “use”Text vs. graphics

Setting/EnvironmentSolo vs. teamReal-time vs. “stop-time” performanceConnectivityRepeated process vs.“one-offs”Extended process (e.g., New Product Development) vs. short cycle (e.g., call center agent)At desk vs. “in the field”


A Performance Support System Model

Experience

Prompts (e.g., “posted” job aids)

Process/Procedure Information• SOPs• Work Orders

Reference Guides• MSDS• User Guides

Tools/Templates• Estimating spreadsheet• Standard proposal letter

Information ToolsGoals, Direction, Tips/Tricks

Supervisor, Coach, Peer

Performer Capability

Selection Self -Directed On-the-Job Group-paced

Performer Development Strategies

The design challenge is meeting the needs of multiple stakeholdeThe design challenge is meeting the needs of multiple stakeholders efficiently!rs efficiently!



Summary of Design Principles

“Failures” because you relied too much on workplace support

• Do what’s needed—no more• Think hard about using

knowledge tests

Verify Where Needed

“Orphan” products• Plan for the entire lifecycle• Think beyond the product to

implementation

Focus on organizational capability—build a system—no “one-offs”

Too many links/referencesBuild training around performance support

Separate “Learning Curve” Content from “Reusable” Content

Defaulting to subject groupings

Use the work performance to drive “chunk” size and makeup

Performance should be the integration principle

Great tool that can’t be used (or that is difficult to use)

Design for usabilityThe Delivery Vehicle has To Fit the Environment

Deferring everything to performance support

Develop “performer-resident” capabilities early

“Point of Need” is not the Same as “Point of Use

To AvoidDesign PrinciplesConcept


Group Exercise

Goal: Define a Performance Support System Architecture

Steps:

Select a performance

Identify key characteristics (e.g.,“understand” the work)

Define strategy for • Deliverables (“vehicles”)• Processes/ infrastructure• Content placement



Organizational Roles

Training

Lead the way on performance analysisFocus on “learning curve” contentEnlist help on reference contentTeam for pilot testing and roll-out

Other Sources

Technical PublicationsProcess/Product EngineersHROperations Standards or QualityPractitionersEtc.


Potential Next Steps

Implementation Issues and IdeasSelect a target pilot project (and sponsor)

• New product, service, or process• Key discipline or content area

Establish alliances with key functions• Share planning and design• Share content

Identify and resolve infrastructure issues early• Delivery vehicles• Long-term ownership

Measure results of the entire system• Baseline (if possible)• Productivity (ideal)• Comparison of costs



Session Close

Please remember toPlease remember tofill out a session evaluation form!fill out a session evaluation form!


For More Information . . .

Contact See Also

Peter R. HybertPRH Consulting, Inc.20 Danada Square West, #102Wheaton, IL 60187phone: 630.682.1649email: [email protected]: www.prhconsulting.com

Articles available on the website (or by request)

• Systems that Help People Get Work Done*• Give the Customer What He Meant to Ask

For (published in Performance Improvement, Vol. 40, #9)*

• Training versus Nontraining Solutions*• Performance-Based Training is (a Little)

Harder to Do• Simulations for Corporate Training• Curriculum architecture design for retail site

managers • Qualification system for engineers• And more…

* Available here as supplies last. Other topics also available.

streamlining the support that enables performance · ispi isd conference 2004 ©2004 prh...

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