Performance Modeling – Step 2

Note – the first part of this is a repeat from Part 1 posted – here.

Performance Modeling

There are many forms and approaches to Performance Modeling that I have come across in the 30+ years I have been doing this. This is a version that evolved from a derivative of a derivative of a Rummler approach – as I used to tell the late Geary Rummler – that I first learned at Wickes Lumber in the fall of 1979. There I worked alongside Geary brother-in-law and two colleagues who had come to Wickes from Blue Cross Blue Shield of Detroit where they had both worked alongside Geary’s brother.

Modeling Performance – Part 1

The first part is to “chunk out” the Areas of Performance – also known as: Major Duties, Key Results Areas, and by many other names.

Gilbert called his chunks Accomplishments, but as that often (to the true believers) meant having to word them a specific way, I don’t use that term – although I like it. I’ve written about that before – here.

Areas of Performance – AoPs Example 1

Sales, or Account Rep.

AoPs Sales Rep

Note – other examples were provided in the earlier post – Part 1.

Modeling Performance – Part 2

This involves getting the details for those chunks of Performance – in terms of both “ideal performance” of the Master Performs – and “the gaps” of the less-than-Master-Performers.

Here is an example for the AoPs shown earlier in this post.

Note that this is page 1 for AoP 1. There were additional pages for AoP 1.

ABC Sales PM Chart Example

Note that the middle columns were not used in this example – as the focus was not on this job and other jobs that are very involved in the Performance.

The Account Rep in this example is more of a lone ranger than part of the cavalry – so to speak. Other Sales Reps/Account Reps are part of a team – and then those columns would be completed to help identify “who does what” performance-wise. Role calrity is often an issue for some organizations – meaning “they don’t have it.” I can tell that’s an issue when I ask who does what, and the response(s) is(are) along the lines of: “what day is it?” – meaning that it varies all over the place.

As an analyst you’ve got to pick up on those not-so-nuanced clues and cues from the poeple you are working with.

But I digress.

Take a look at these three charts and imagine filling them out for your “first paycheck job.”

Chart 1 – Outputs Measure and Tasks

Beginning with the end in mind – as in “outputs of Performance” – usually the physical/ kick-able kind. The tangibles.

Slide1

There are “outcomes” – later – but those are not to be confused here with “outputs” – such as the ultimate outcome of Customer Satisfaction – that is waaaaaaaaaaaaaaaaaaaay downstream from some upstream performance of some performer/team of performers.

Chart 2 – Gap Articulation

Where actual doesn’t meet plan. Where the current state isn’t the desired state. Etc.

Slide2

Chart 3 – Gap Analysis

Read the chart and the chart’s footer please.

Slide3

Once you are done with this – charts like these for EVERY Area of Performance – then you most likely need to determine the enablers of that Performance – and then you might look to see what you’ve got in place to teach, inform – or whatever – BEFORE you start Designing and then Developing/Buying stuff to help Performers Perform.

That is you terminal objective, is it not?

These charts give you your terminal Learning Objectives – and wallah – you also now know exactly what your Level 2 and level 3 evaluation measures need to measure.

Don’t you?

Do this – these charts – for your “first paycheck job” now – please.

Preview: Deriving the Enablers of That Performance

Depending on your intent “downstream: there are various enablers – other Assets that then enable that ideal Performance – that you might be needing to capture for your project efforts, including:

  • Human Assets: awareness, knowledge, skills
  • Human Assets: physical attributes
  • Human Assets: intellectual attributes
  • Human Assets: psychological attributes
  • Human Assets: personal values
  • Environmental Assets: data/information
  • Environmental Assets: materials/supplies
  • Environmental Assets:tools/equipment
  • Environmental Assets: facilities/grounds
  • Environmental Assets: budget/headcount
  • Environmental Assets:culture consequences

More on all of this will be covered in a follow on Post – on Performance Modeling Step 3.

But please do not capture all of this data unless you need specifically what you will do with it (and why).

Otherwise you will be on the long road to Analysis Paralysis – and wise clients will learn to stop the next effort dead in its tracks regardless on the need – they will exclaim “Just Do It” as having been burned before (by you) they will have learned – and that is good for no one.

Step 2 – Performance Modeling

Think of having a blank flip chart page (or white board – electronic or not) and asking a Master Performer or a group of Master Performance to name the key outputs their job – using each AoP one by one.

Think about your “first paycheck job” – what was the big chunk or the job that you would call out? Write that down somewhere – make a chart like the one presented – with all the columns.

The ask, “how do you know a good one from a bad one?” Then ask about the other typical measures of:

  • quality
  • quantity
  • time
  • cost

Or whatever your Enterprise uses for dimensions of measurement.

Then ask what Tasks are performed to produce that Output? This is where Task Analysis comes in – in my PACT and EPPI methods – not at the start – but anchored inside an analysis of Performance – and anchored to specific job outputs.

Can you see the training exercise for practice and performance testing already? I always can.

Then ask about those output measures – and if this is an effort for the non-Master Performers? Each gap is derived off of the measures. If those being used in the analysis come up with gaps that are not derived from a measure – you just found a missing measure – amend your chart as needed and move on.

Then ask “what causes those gaps – and then write that down.

Then declare – while testing for agreement – that that cause is x – where x is the appropriate cause – one of three – from the footer of the chart.

Where did you end up in your “first paycheck job?” Please finish that little practice drill now.

You’ll need it for the next few posts.

Performance Modeling is Covered in These Two Books

From 1999

This award winning book is available as both a free 410 page PDF – and as a $40 paperback.

1999 lean-ISD Book Cover

From 2011

This book is available as both a $15 Kindle and a $20 paperback.

2011 b AofPCR

I also offer formal workshops and informal coaching sessions on this Performance – for Instructional Analysts and Performance Improvement Analysts – and have been doing so for my F500 clients since 1983.

See the Services Tab for more info on that and them.

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One comment on “Performance Modeling – Step 2

  1. Pingback: Performance Analysis Job Aid | EPPIC - Pursuing Performance

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