ISPI ISD Conference 2004©2004 PRH Consulting, Inc. Page 1
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
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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
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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)
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)
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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.
Typical Performance Issues
• 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 Performance Issues
• 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
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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!
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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
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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
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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!
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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”?
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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
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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
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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
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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
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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”
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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!
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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
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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
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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.
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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
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Session Close
Please remember toPlease remember tofill out a session evaluation form!fill out a session evaluation form!
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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.