Affordances of a Performance Model’s Data-Set

1st – What’s an Affordance?

It is something that “enables” something else.

It let’s you do something better, faster or cheaper – or not. So BEWARE.

2nd- What’s a Performance Model?

It is a collection of data regarding performance of people – and in my models of performance it includes both ideal or goal state performance – and can reflect current performance (of Performance Mastery) or some future state performance.

It can also include a Gap Analysis – of the current state and/or future state).

Here is page one of several from an example for just one of several AoPs – Areas of Performance – for a Sales Rep – based on real work of mine from back in the 1980s…

ABC Sales PM Chart Example

Territory Planning was just one part of the job – one Area of Performance (AoP).

Here it is with the the others … as generated by the team of Master Performers brought together to be the Analysis Team in this ISD effort …

AoPs Sales Rep

FYI – I facilitated the team in a 3 day meeting to create the AoPs, then complete the Performance Models and the K/S Matrices – and then debriefed the meeting’s outputs and process.

Performance Data of the Performance Model

Besides the chunking into AoPs (Areas of Performance) such as those in the above graphic, here are the other data-sets of ideal performance and the gaps:

  • Ideal performance includes: outputs and metrics and tasks and roles/responsibilities.

TMC SM Perf Model Chart

This data again is used to do other things… it “affords” or enables further analysis, assessment of gaps and priorities – because you probably cannot “afford” to do EVERYTHING.

It can be used for something as it is right now, with extending it further with additional analysis, such as for Performance or Job Descriptions, targeting performance improvements, as well as other activities. And it can be extended – data-wise.

That’s covered next.

It – the Performance Model – affords one the opportunity to do other stuff. Stuff of value – or don’t do it.

You need to decide if this other kind of stuff is worth exploring further.

OK – What Does It Afford?

It – being the data of the Performance Model.

What does it afford – enable – let-cha-do?

1st – it enables one to derive, systematically, the enablers and capture them for further use…

EPPI Fishbone 14 Variables

People bring things to the performance party – things somewhat in the control of management via hiring, assignments, development, etc. But they can’t control everything – performers being tired, or upset about things at home, or traffic on the way in….

And management also control – to a large extent – the assets – the environmental assets required.

Let’s focus on those A-K-Ss … because I have graphics already prepared – not because that should be your focus … even if you are in a Learning Organization …

Awareness/ Knowledge/ Skills

Here are the 17 categories of K/S – Knowledge/Skill – that I use to systematically derive the enablers to be used in areas beyond Training/ Learning/ Knowledge Management…

K-S Categories

Each of the other categories of enablers in my EPPI Methods, have many sub-categories just as the A-K-S category has these.

That data would be captured in a format such as the example below – tweaked as needed to the downstream process – mine being Instructional Design, or before that T&D Path Design.

K-S Matrices w Call Outs

Note that sometimes these enabling “items” are identified on both sides of the model above,  needed sometimes are also reflected in the awareness-knowledge-skills as the human element sometimes needs to interface with and/or manipulate some of those environmental assets.

OK. So what?

Now That You’ve Got This Data – Now What?

Now – what does this data enable – or afford?

PM-KS used in design

So what? Now you’ve got several layers of data about Performance – the final criterion/measure for any of your Performance Improvement interventions.

What does it let-cha-do?

Oh – BTW – the following is based on decades of consulting experience of myself and two former business partners. This is my version of what can be found in our 1994 book: The Quality Roadmap…

1994 QRM Book Cover

The EPPI Frameworks

Here is my guide/ my graphic – your advanced organizer – for what follows…

This is my mental model, analysis framework, for determining which part of the Enterprise “Processes” needs to be addressed due to the gaps that show up in the other Processes, the key/main Processes of the Enterprise’s main Value Chain or Value Chains.

That’s what it’s all about – IMO.

P Analysis and HAMS-EAMS

Let’s start at the top of the above graphic and work our way down…

Organization & Job Design Systems

The Performance Model and Enabler data would impact these systems, processes and outputs in the following and other ways:

  • Define each Job’s authentic roles and responsibilities as is.
  • Enable the redesign of alternative for the collection  of jobs and thereby the entire department or function.

Plus other affordances.

Staffing & Succession Planning Systems

The Performance Model and Enabler data would impact these systems, processes and outputs in the following and other ways:

  • Determine varied staffing levels for specific calendar times or events.
  • Determine the deltas of Knowledge/Skill, and/or other Human Asset Requirements between jobs to determine the Learning development needs in order to grow people for new jobs for lateral or advancement movement.

Plus other affordances.

Recruiting & Selection Systems

The Performance Model and Enabler data would impact these systems, processes and outputs in the following and other ways:

  • Provide specific recruiting criteria.
  • Enable prioritization of criteria to increase speed to Performance Competence via recruiting/selection and training/development.

Plus other affordances.

Training & Development Systems

The Performance Model and Enabler data would impact these systems, processes and outputs in the following and other ways:

  • Provide the basis for ROI assessments for targeting investments in Informal Learning.
  • Provide specific inputs to L2, L3 and L4/5 evaluations.
  • Provide Performance Objectives to drive Learning Objectives and Enabling Objectives and content development (of any blended media).

Plus other affordances.

Performance Appraisal & Management Systems

The Performance Model and Enabler data would impact these systems, processes and outputs in the following and other ways:

  • Shared Performance goals, measures and measurement mechanisms for Performance Appraisal & Management systems and programs.

Plus other affordances.

Compensation & Benefits Systems

The Performance Model and Enabler data would impact these systems, processes and outputs in the following and other ways:

  • Shared Performance goals, measures and measurement mechanisms for Compensation & Benefit systems and programs.

Plus other affordances.

Rewards & Recognition Systems

The Performance Model and Enabler data would impact these systems, processes and outputs in the following and other ways:

  • Shared Performance goals, measures and measurement mechanisms for Rewards & Recognition systems and programs.

Plus other affordances.

Some of My Writings on All of This

Check out the Resources. There are free articles, presentations, articles, book chapters and books. Free.

And these books… for a Fee…

PACT 6 Pack

For information about these books, please click – here.

School of PACT Videos

There are over 55 free videos in this series.

Slide7

These are being posted about on each Monday morning (USA) – and are also available – here.

Audio Podcasts

Here are some audio podcasts on these topics and techniques.

PACT Processes Free Audio 12 Pack

Please go – here.

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One comment on “Affordances of a Performance Model’s Data-Set

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

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