The Performance Competence Requirements of a Performance Improvement Consultant Team Leader

What Do They Do?

We need to determine their Products/Service offerings to determine what they need to know and what skills they need to have …

But in general …

Performance Improvement Consultant Leads lead Performance Improvement Consultants in Performance Improvement efforts/ engagements/ projects to improve:

  • Individual performance
  • Team performance
  • Organizational performance

That’s the end in mind. As scoped for each engagement.

All of that performance is a combination of resources to carry out Processes – defined or not – and each Process requires more than, but including, human performance.

Having the right “other assets” in place is most often just as critical.

Here is my model for that … the Enablers of Process Performance …

EPPI Fishbone 14 Variables

Here is a roll-up view of all Processes – I’m trying to ensure scalability

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So – what is Performance Competence – in my view – as used in this Post?

Here is my definition…

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Performance Competence exists, can be determined and proscribed (targeted) and measured – at all 3 levels:

  • Individual – the Worker … and his/her assigned Processes
  • Team – the Workers … and their assigned Processes
  • Organization – Workplace or Enterprise … and all Processes in total

Either you have Competence – Performance-wise – or you do not.

And then – why?

What’s missing?

OK. Enough of laying the groundwork.

On to the PICL – the Performance Improvement Consultant Lead – and their Performance Competence Requirements.

PICL – Performance Competence

I use the model below to portray a framework for identifying the unique Processes of my clients. I use their names for what they have in place and recognize – and my names for the unwritten/ not-thought-about Processes that indeed exist – even if Informal – that they can rename later.

For management at all levels I use this following model … a set of enabling “Areas of Performance” – otherwise known as Major Duties, Accomplishments, Key Results Areas, etc., etc.

I consider the PICL to be a manager, just as I would any team leader (permanent or temporary/rotating). For they all do that CORE AoP thing … set of things …

EPPA - Building Block View - Department

They all do the following Core Areas of Performance:

  • Plan Work
  • Assign Work
  • Monitor Work
  • Troubleshoot Work

What work? Look at the bottom of the graphic.

What work or work-streams or services do they render to their clients?

Here is my partial list … for illustrative purposes only … just to get you thinking about YOUR list …

  • Strategic Assessment & Planning & Improvement
    • Competitive Analysis
    • Strategy Development & Deployment
  • Operations Assessment & Planning & Improvement
    • Capacity Expansions
    • Capacity Contractions
  • Financial Assessment & Planning  & Improvement
    • Activity Based Costing
  • Measurement Assessment & Planning & Improvement
    • Scorecards for strategy deployment success
    • Scorecards for operations effectiveness and efficiency
  • Process Design/ReDesign & Improvement
    • Process Design
    • Lean Improvements
    • Six Sigma Improvements
    • Safety Improvements
  • Instruction Development/Deployment & Improvement
    • Performance Support
    • Formal Learning Development and Deployment
    • Informal Learning Support
  • Performance Appraisal & Management Assessment & Planning & Improvement
    • Qualification-based Appraisal System
  • Compensation/ Benefits Assessment & Planning & Improvement
    • Performance-based Pay Progression Program

Whatever is on their list – those are the long boxes in green and blue in that graphic – that are planned, assigned, etc.

IT IS CRITICAL to define that list – IMO.

Those 14 AoPs in the model above are organized into 3 Tiers:

  • Leadership (mostly common across all managers in an Enterprise)
  • Core (mostly unique across all managers in an Enterprise)
  • Support (also mostly common across all managers in an Enterprise)

Now these are the Areas of Performance – and as with my approach to Analysis (first published back in 1984 in the November issue of NSPI’s Performance & Instruction Journal) – are not the Enabling Knowledge and Skills required. There are sets of Performance Requirements – and there are sets of Enablers.

Leadership – Areas of Performance

The province of executive management in layer management hierarchies – those operating at the highest levels of management focus here – but are often involved in the other two levels as well. As always – it depends.

They do this kind of work Performance…

  • Stakeholder Relationship Management & System Governance
  • Strategic Planning & Management
  • Operations Planning & Management
  • Results Measurement Planning & Management
  • Process Improvement Planning & Management
  • Communications Planning & Management

Who does this in your Enterprise?

Is it OK or is it a Problem/Opportunity?

Is it centralized or distributed?

Is there a Process in-enough-control for each process or set of processes in place?

Core – Areas of Performance

The province of first line supervision and some middle management in those organizations with few layers in their management hierarchies – those operating at the lowest levels of management focus here – but are often involved in the other two levels as well. As always – it depends.

They do this kind of work Performance…

  • Plan Work
  • Assign Work
  • Monitor Work
  • Troubleshoot Work

Who does this in your Enterprise? At what levels?

Is it OK or is it a Problem/Opportunity?

Is it centralized or distributed?

Is there a Process in-enough-control for each process or set of processes in place that is planned, assigned, monitored and troubleshot?

Support – Areas of Performance

The province of middle management in those organizations with a few layers in their management hierarchies – those operating at the lowest levels of management focus here – but are often involved in the other two levels as well. As always – it depends.

They do this kind of work Performance…

  • Process Design/Re-design
  • Human Asset Planning & Management
  • Environmental Asset Planning & Management
  • Special Assignments

Who does this in your Enterprise?

Is it OK or is it a Problem/Opportunity?

Is it centralized or distributed?

Is there a Process in-enough-control for each process or set of processes in place?

Details and Applications

You should be able to use – IMO – the frameworks provided here to paint your own picture.

Start with the Products/Service offerings of your organization – to define the Core – of the as is state. If that needs to be changed/evolved (expanded or reduced – or both) then starting there will hopefully impact everything else – ’cause that’s what it’s all about (for you).

Perhaps you are interested in more on this and my other writings on performance-based ISD and PI – Instructional Design and Performance Improvement – where the former is a sub-set within the latter.

Then this 6 Pack may be of interest…

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See the Resource Tab – or for more information – please go – here.

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