You’ve Found the Performance Gaps – Now Where Do You Look Next?

Upstream. Look upstream.

Look to the Enterprise Systems that provide the assets, the people and non-people assets, that are at the root of the gap – that are deficient in the targeted Process or Processes that have the key issue – the problem or opportunity – or problems or opportunities – to be addressed.

There are many intertwined systems in a modern Enterprise that affect the processes capabilities and capacities – their ability to Perform effectively and efficiently. Understanding what those systems are and where they are in any specific Enterprise is required for any Performance Technologist.

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The HAMS

Organization & Job (Re-)Design Systems

These provide a set of job designs and an organization design conducive to the needs of the process, it’s volume, and configured for the likely abilities and capabilities of the human performers who will be selected into those jobs in the locations where the performers will perform.

The job designs then roll up into the organization design. It is a “bottoms-up” approach driven by the visible top down “end goals” of the process performance.

Staffing & Succession Systems

These provide the strategies, plans and mechanisms for staffing plan development and succession the strategies, plans and mechanisms necessary to populate the organization’s jobs with people in an efficient manner, providing career and growth opportunities where possible/feasible.

Staffing & Succession Planning Systems takes the job designs, their process performance requirements, and the enabler requirements, and determines who to recruit, how many, from where, and how.

Recruiting & Selection Systems

These provide the strategies, plans and mechanisms for first recruiting and then selecting the best candidates in the right quantities, consistent with the Staffing & Succession plans, and populating the organization’s jobs.

This system must bring humans into the enterprise that have as much of the human attributes needed as possible.

Training & Development Systems

These provide the strategies, plans and mechanisms to train and develop the new hires and incumbents consistent with their performance requirements in the organization’s jobs, as they have been designed.

This system takes the individual and back-fills them with the missing key knowledge and skills not acquired during the recruiting and selection processes.

Performance Appraisal & Management Systems

These provide the strategies, plans and mechanisms for appraising the job task performance and managing all issues (problems/opportunities) as appropriate, and consistent with laws/regulations/codes and enterprise policies/procedures.

Where performance is falling short of the requirements, performance management, including “development planning (back to the T&D System) as well as last resort efforts such as “progressive discipline” and possible “termination” may be required to resolve the issue and meet the process needs.

Compensation & Benefits Systems

These provide the strategies, plans and mechanisms to ensure that the total pay and benefits attract and retain competent staff, appropriate for the various labor markets for the various locations of enterprise operations, and are consistent with laws/regulations/codes, any labor contracts (if applicable), and enterprise policies/procedures.

Pay for performance, or knowledge, or skills, is fairly easy to structure, build and maintain when you understand clearly the process performance requirements and the human enablers. And it is ultimately more equitable.

Reward & Recognition Systems

These provide the strategies, plans and mechanisms for providing non-monetary and small-monetary rewards and recognition to appeal to the ego needs of staff, and are consistent with laws/regulations/codes, any labor contracts (if applicable), and enterprise policies/procedures.

Recognizing a job well done requires understanding what a well done job looks like.

The EAMS

Data/Information Systems

This EAM system responds to the needs of the process, reflected in the EPPI analysis data, by providing non-human “data/information” assets of the following type/nature:

  • Strategic Plans
  • Operational Plans
  • Policies
  • Procedures
  • Work orders/instructions
  • Safety Guidelines
  • Legal Guidelines
  • Customer Satisfaction data results and interpretation
  • Employee Satisfaction Survey results and interpretation
  • Raw and processed data specific to the targeted process’ outputs and tasks
  • Etc.

Determining the specifics of your enabling “Data/Information” requirements for a process or a set of processes can be complex. The first thing is to determine what the process needs, who should provision it, and how the provisioning system should be measured given its importance/criticality to enterprise results.

Materials/Supplies Systems

This EAM system responds to the needs of the process, reflected in the EPPI analysis data, by providing non-human “materials/supplies” assets of the following type/nature:

  • Brochures/Sales Literature
  • Paper
  • Printer cartridges
  • Pens, Pencils
  • Other process consumables (sub-assemblies, chemicals, nuts and bolts, etc.)
  • Forms
  • Templates
  • Etc.

Materials and supplies are typically much easier to determine than data/information, even in complex processes. As is determining who should provision them, and how the provisioning should be measured given its importance/criticality to the enterprise.

Tools/Equipment Systems

This EAM system responds to the needs of the process, reflected in the EPPI analysis data, by providing non-human “tools/equipment” assets of the following type/nature:

  • Cars/trucks/vehicles
  • Trailers
  • Overhead cranes
  • Heavy machinery
  • Fork lifts
  • Computers
  • Printers
  • Copy machines
  • Phones
  • Fax
  • Video Players
  • Cameras
  • Etc.

Tools and equipment are typically easier to determine than data/information. As is determining who should provision them, and how that provisioning should be measured given its importance/criticality to the enterprise.

Budget/Headcount Systems

This EAM system responds to the financial and staffing needs of the process, reflected in the EPPI analysis data, by providing non-human “budget/headcount” assets of the following type/nature:

  • Capital budgets
  • Reserve budgets
  • Operational budgets
  • Headcount/Staff budgets
  • Outsourcing budget
  • Etc.

The budget and headcount requirements of a process or set of processes are typically easier to determine than the data/information requirements. As is determining who should provision them, and how that provisioning should be measured given its importance/criticality to the enterprise.

Facilities/Grounds Systems

This EAM system responds to needs of the process, reflected in the EPPI analysis data, by providing non-human “facilities/ground” assets of the following type/nature:

  • Office Buildings
  • Parking Lot
  • Office spaces
  • Conference rooms
  • Storage rooms
  • Restrooms
  • Water Lines
  • Gas Lines
  • Phone System
  • Lighting
  • Receiving Dock ramps
  • Etc.

These are typically fairly easy to determine based on adequate details about the process itself, and other insights such as its projected work volume and variability. And not all

Culture/Consequences Systems

This EAM system responds to needs of the process, reflected in the EPPI analysis data, by providing non-human “culture” and “consequences” assets of the following type/nature:

  • Open or Closed Door Culture
  • Customer and Supplier or Self Orientation
  • People First or Business First
  • Punishing good performance with more work or providing real incemtives
  • Rewarding everyone equally or differentiating based on an equitable approach
  • Team and/or individual incentives and combinations as needed
  • Etc.

For the individual performer, or team, or department, function, business unit, enterprise and industry, “culture” is established by the consequences applied by and from “above.”

 

 

Your overall “Big Picture” of how this all fits together needs to be all inclusive – here is mine:

Mine is not an extension of Gilbert’s BEM (Behavior Engineering Model) as much as it is an extension of the Ishikawa Diagram…

Conducting the analysis of Process Performance Requirements – a.k.a: the Performance Competence Requirements is covered in my new book: Analysis of Performance Competence Requirements

…and using that analysis methodology-set for Instructional efforts and then extending that into Performance Improvement is the topic of another new book: From Training to Performance Improvement Consulting

For information about these two books – and my four other new books – please go here.

Or for my workshops – please go here.

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