Who Needs HPT?

Competing Models for Performance Improvement

Presenters:Deb Wagner, Butler Memorial Hospital

Shaunda Paden, CPR, DesignComm, Inc.Diane Gayeski, Ph.D., Gayeski Analytics

Introduction

• Discuss other performance improvement initiatives, models and awards

• Compare and contrast with HPT• Examine application of HPT compared

to other models• Debate the future of HPT as an

enduring business trend

Brainstorm

The Relevance of HPT

Practical Power

vs.

Academic Theory

Business Goals

Workplace Quality

Corporate Social Responsibility

If we’re so smart…

why aren’t we rich?

Brainstorm

Other Models• What do we know about it?

– Who is using it?– Key terms/concepts

• How does it compare to HPT?– Overlap– Strengths/weaknesses

Other Models

• TQM– Six Sigma– Lean

• Balanced Scorecard

• ISO 9000

Orkin Case Study

• Call Center standardization– Selection– Training– Quality

Orkin Case StudyPerformance DNA Model

Performance Happens This Way

Influences Tasks Processes Outcomes Goals

Influences can…

…affect people in the performance of tasks…

…that combine as processes…

…that enable outcomes…

…that accomplish

business goals

Analysis Happens This Way

Determine Causes Determine Outcomes

Articulate Goals

Business Analysis

Performance Analysis

Key Performer AnalysisInfluence Analysis

©2004 Platinum Performance Group and American Society for Training & Development

Orkin Case Study

Solutions

• Align initiatives

• Focus on management support

• Define job roles, skills

• Define performance measures

• Clarify use of performance data reports

Orkin Case Study

Results

• Call Center Management Coaching program

• Quality Monitoring program– Increased quality scores

Awards

• Great Place to Work®

• Corporate Citizens

• Malcolm Baldrige National Quality Award

Great Place to Work® & BEMInformation Instrumentation Motivation

1. Data:

Expectations & Feedback

2. Instruments:

Tools & Resources

3. Incentives:

Rewards & Recognition• Clear communication of plans• Knowledge of how individual work

contributes to organizational goals

• Management integrity ensures alignment of words and actions

• Equipment and resources are provided

• Work environment is safe and healthy

• Extra work effort is appreciated• Employees involved in

collaborative decision-making• Compensation, benefits, and

recognition are equitable• Just and fair treatment of

employees• Professional development

opportunities are available

4. Knowledge:

Skills & Training

5. Capacity:

Aptitude & Ability

6. Motives:

Desire to Achieve• Professional development

opportunities help prepare employees for future expectations

• People are matched appropriately to work

• Employees find their work/workplace pleasurable

• Employees take pride in their role in the organization

• Individuals feel respected• Individual and team successes are

celebrated

Corporate Social Responsibility

• Business Ethics “100 Best Corporate Citizens”

• Harris-Fombrum Reputation Quotient (RQ)

• GRI/ISO 26000

• Balance needs of many stakeholders

• Triple bottom line (3BL)

• Organizational Elements Model (OEM)

• MEGA level

Malcolm Baldrige National Quality Award

• Financial, employee, society• Comprehensive, integrated

approach to performance• Leadership inspires,

motivates workforce• Balance current and future

needs of all stakeholders• Align strategy to customer,

market needs• “Performance Excellence”• Culture of learning

Standards of HPT• Focus on outcomes, results• Systems view• Adds value• Systematic• Establish partnerships

Are Organizations Using HPT?

Baldrige Award Winners

• CPTs

• ASTD membership

• Models used

• Performance indicators

Why Not HPT?

• Quality, productivity, revenue inherently aligned with learning, innovation, motivation, satisfaction

• Can address societal impact

• Variety of tools

• Broad strokes - systemic

• Fine strokes - targeted root causes

10 Most Enduring Business Trends

1. Execution2. Learning

Organization3. Corporate Values4. Customer

relationship Management

5. Disruptive Technology

6. Leadership Development

7. Organizational DNA

8. Strategy-based Transformation

9. Complexity Theory

10.Lean Thinking

A “Really Good” Business Idea

• Timely

• Explanatory

• Pragmatic

• Empirical foundation

• Natural constituency

Who Needs HPT?

Debate

• Is HPT a “Really Good” idea?

• Strengths

• Complimentary Models

• Threats

• The Future of HPT

Barriers and Enablers to HPT

Barriers

• Not able to practice what we preach– Communication & Language– Changes in Business Environment– Professional Relationships/Placement of

HPT Expertise

Enablers

• Effective communication of benefits

• Overcome desire for “quick fixes”

• Professional identity

• Common language and practices

Final Questions

• Is human capital trend declining?

• Should we jump on a bandwagon?

• Abandon broad approach to focus on basics?

• How can we get more mainstream attention?

Thank You!

Safe Travels!