“t-n-t series“ 2017 · attention: grab & hold relevance: job specific, do i need it...

“T-N-T Series“ 2017

Workforce

OptimizationThe Holistic Application of

Talent Development

Multiple Forces At Work

The Company

Jobs

Employees

Customers

Products

HR, Training, & Development

Principal #1

If it doesn’t matter…

... It doesn’t matter

There are so many things we could try to organize and

orchestrate that we never start anything! We must

ignore the rabbit trails of HR Management.

People

Infrastructure

Business

Processes Goods & Services Customers

Since EVERYTHING ultimately reduces to the

PEOPLE factor, your people are your

everything.

So we need to

have an HR

Department,

right?

“It all comes down to your people!”

Workforce Optimization Elements Connecting ALL of

the dots optimizes

your results!!Business Results

• Workplace alignment• Efficiency Standards• Measurements of

Achievement

Performance

Accountability

• Results KPI’s• Task Accuracy

Observations

• Learning Curve• “Trainability”

Training &

Development

• Learning Design• Course Catalog• Registration• Course feedback

• Career Planning

The Job

• Job Design• Policies• Procedures• Job Execution

• Measurements

The Employee

• Hire date• Job changes (what/when)• Interview history

• Background• Personality• Compensation• Personal events• Manager history• Demographics

Workforce Optimization Elements

Business

Results

The

EmployeeThe Job

Performance

Accountability

Training &

Development

• Workplace

alignment

• Efficiency

Standards

• Measurements

of Achievement

• Hire date

• Job changes

(what/when)

• Interview

history

• Background

• Personality

• Compensation

• Personal events

• Manager history

• Demographics

• Job Design

• Policies

• Procedures

• Job Execution

• Measurements

• Results KPI’s

• Task Accuracy

Observations

• Learning Curve

• “Trainability”

• Learning Design

• Course Catalog

• Registration

• Course

feedback

• Career Planning

The Management Plan

Workforce Optimization must be a shared

effort of both the HR professionals and the

business unit managers.

Acquiring ability starts in the business unit

with its requirement for job success

Results Influencers

Products customers

wantJob

Job Functions

Job Processes

Job Tasks

Department

Interdependence

Job Design

Reward &

Punishment

Systems

Optimal Employee

Performanceo Production Efficiency

o Production Output

o Production Quality

o Personal Compatibility

o Personal Work Ethic

o Personal Motivation

Staffing• Recruit (fit)

• Interview (fit)

• Hire

(expectations)

Train

Develop

Review

Measure Output

Metrics

Cause & Affect

Inter-Relationship Inter-Dependence

Evaluating Effectiveness

Level 1 – Class Survey

Level 2 – Class Test

Level 3 – Job Impact

Level 4 – Business Impact

Workforce Optimization’s Role

Which recruiting pond is better than another.

For what background to recruit.

What training has the highest payback.

What work experience has the highest payback.

What do top performers do that makes them top performers.

Trends in an employee’s job performance.

How one employee’s job performance compares to his/her peers.

What an employee must do to prepare for career advancement.

Understanding Workforce

Optimization

The “people” factor ultimately reduces to two

elements:

Individual abilities

Application of abilities (ATTITUDE)

Job structure & requirements

Motivation


Optimization

Workforce Optimization is:

Positively affecting employee job performance

by managing the FACTORS that comprise

effective & non-effective performance.

What’s At Stake? The GAIN from hiring the right person vs. the

COST of hiring the wrong person.

The GAIN from participating in the right

training vs. the COST of participating in the

wrong training.

The GAIN from employee high performance

vs. the LOSS of employee marginal

performance.

Workforce Optimization’s Goal

There should be a clear path tying back to the

money

The Employee Behavior Change Formula

Increased Sales

Increased Client

“Zero” Defects

???

Cust. Satis. %

Prod. Per Client

???

???

??

??

??

???

???

???

???

Etc.

Etc.

??????

???

???

Performance

MeasurementsBusiness Results Job Tasks

Development

GoalAction Items

Performance

Observations

One or

more

Leveraging Classic Organization Elements for

Workforce Optimization

Strategic

Functional

Tactical

Organization Elements Workforce Optimization

Organization Elements

Organization Elements



• Goods & Services

• Target customers

• Operating vision, mission, & goals

• Operating results measurements

• Business Results

• Operating results metrics

• Departments

• Process flowcharts

• Jobs & Job Tasks

• Departments & Functions

• Jobs & Job Tasks

• Job tasks, enabling skills, knowledge,

& behaviors

• Job task execution

• Interviewing & hiring

• Development plans

• Career planning

• Accountability reviews

•Performance Measurements

•Job task observations

•Interviewing & hiring analysis

•Accountability & continual performance reviews

•Best practices sharing

•Top performers analysis

Strategic Functional Tactical

Feedback & Ideas

Role

defines

the

world

Role

defines

& adds

the

details

Role

makes it

turn


Optimization

The same issue, looked at from two different

angles:

What enables a person to be a top performer?

What keeps a person from being a top

performer?

To Optimize Employee Performance

We Need…

Key Organization Information

Key Employee Information

Key Organization Information

Operating Results (what the organization is expecting to accomplish)

Jobs in the organization

Job tasks

Task skill, knowledge, & behavior requirements

Career paths

Job performance measurements

Course offerings

Class registration

Key Employee Information

Recruiting Information

Source

Interviewer

Prior work experience (Jobs/skills, knowledge,

& behaviors)

Educational background

Key Employee Information Current Work Experience

Employment details (address, phone, hire date, work location, department, etc.)

Employment history (managers, jobs, locations, & schedules)

Training history (what, when, instructor, & classmates)

Job performance measurements

Best practices in his/her job tasks

Performance review information

Development goals & actions

Workforce Optimization Partnership

• Set company vision

• Set company goals

• Review ROI

& provide compensation

Workforce Optimization• Analyze company level impact of

job performance improvement

• Design engagement practices

that result in true ROI

enhancement

• Oversee day to day operations

• Manage the workforce

• Perform tasks that support

training efforts


• Analyze job impact of training

• Use historic data to identify high

potential job candidates

• Create & execute management plan

to support training events

• Bring the right attitude

• Do the job tasks

• Give feedback

• Conduct training events that

build ability

• Confirm post-class (formal

event) mastery


Strategic (Upper Management)

Functional (Department Managers)

Tactical (front-line employees)

Dri

ves

Tra

inin

g D

evelo

pm

ent

Info

rms T

rain

ing D

esig

n

Workforce Optimization’s Focus

Is Job Tasks

You can’t develop a person’s ability to perform

a “function”, you can only develop a person’s

ability to perform a task.

Job

Job Function

Job Processes

Job Tasks

Skills

Knowledge

Behaviors

Job A Job B

Task 1

Task 2

Task 3

Task 4

Task 5

Task 6

Task…

Task 1

Task 2

Task 3

Task 4

Task 5

Task 6

Task…

Business

Process 1

Business

Process 2

Business

Process 1

Business

Process 3

Key Business Measure 1:

Shipments Per Agent

Associated Tasks

Job A Tasks 1-3

Job B Tasks 3-6

Key Business Measure 2:

Revenue Per Shipment

Associated Tasks

Job A Tasks 4 & 6

Job B Tasks 1 & 3

Quality efforts focus on Business Processes: their tasks and interactions.

Workforce Optimization efforts focus on task execution.


is Job Tasks

Job: Sales Executive

Job Functions:

• Find new business

• Introduce the company

• Determine customer needs

• Present product solutions

• Close business

• Transition new business


is Job Tasks

Function: Find new business

Function Process:

• Search for leads

• Research leads

• Qualify lead

• Promote lead of discard

Workforce Optimization’s Focus is Job Tasks

Function: Find new business

Function Process:

Search for Leads

Research Leads

Discard Lead

Promote Lead

Qualified?

YES

NO


is Job Tasks

Process Step: Search for leads

Process Step Tasks:

• Review periodicals

• Analyze branch reports

• Scout sales territory

• Interview branch operations employees

• Review existing accounts (add-on)


is Job Tasks

Task: Review periodical

Skills, Knowledge, & Behaviors

That enable someone to perform the task

If you define jobs as to their tasks, and the skills, knowledge, and behaviors needed to do the tasks, you can:

Target recruiting and interviewing

Test candidates for foundation skills, knowledge, and/or behaviors

Develop learning activities that enhance ability to perform specific job tasks, using modules that develop s/k/b’s

Accelerate learning time for new employees by teaching job foundation s/k/b’s, then building higher level ability

If you define how job tasks tie back to the key

success measurements which the organization

has put in place, you can:

Target improvement to those things that have the

highest yield

Base your development interventions on empirical

data

Watch the measurements to see the resulting impact

of your efforts

Coaching For Performance

We measure how well a supervisor coaches by

how well he/she achieves results in the

Employee Reviews and Development Plan.

What Gets Learned Where?

10% Learned in a class

30% Supervisor coaching

60% By doing the job

Elements of Learning

Formal Training

O-J-T Coaching

Performance Observation

“Here’s how you ask and respond to open-ended

questions...”

“What open ended questions are you planning to ask

client X?”

“As you were asking client X open ended questions,

here’s what I saw that worked and what I saw that didn’t…”

Train the high volume tasks!

30% of the tasks will make up 80-90% of their work week.

Teach a learner how to do the 30% of the total number of

tasks they will do in their job, to a level where, when

they hit the streets, they can do the tasks at a level = 75%

productivity and 95% quality of a fully performing employee.

The other 70% of the tasks they will have to learn how to

do only make up a small percentage of where they will

actually spend their time.

Learning Expectations

10 practices #

#

#

#

#

Avg.

Range

Expert #

After learning, learner performance # should have less than 25% variance

After learning, learner should be at least at 75% of expert #

Max 25% variance highest to lowest

75%

The Learning Company’s Cycle

1. The environment & job are harmoniously structured

2. Non-conformance is identified and development planned

3. Stuff happens before the “learning event” (pre-work)

4. The “learning event” occurs

5. Stuff happens after the “learning event” (post-class follow-up)

6. Performance is evaluated–job impact

7. Adjustments are made

Writing SMART Performance

Goals

Specific: what is the expected performance

Measureable: how we will know the goal was

achieved

Attainable: work against a performance

standard

Realistic: a level at which this person really

can work

Time Sensitive: set a deadline and stick to it!

Training Is:

What do they need to know how to do?

Training should…Attention: grab & Hold

Relevance: job specific, do I need it

Confidence: build it by practice

Satisfaction: did it do what we lead them to expect it to do

Performance

Analysis

ISD(when PA says training

intervention is needed)

Level 1 - class survey

Level 2 - class test

Level 3 - job impact

Level 4 - business impact

How do I measure it?


Pick one – get it done.

Pick one task in which an employee needs to improve, and coach for improvement.

People cannot improve at ten things at the same time. Fill the sky with lead, and you’llwear people out, but their job performance

will not sustain lasting improvement.


Annual reviews are traditionally compensation

discussions based on goals achievement and

job performance,

job performance and development must be a

separate, ongoing conversation altogether, and

only a part of the compensation discussion.


Not everyone is motivated by higher salaries.

Motivators have MANY forms:

Creative scheduling alternatives

Involvement in decision making

Skills development

Profit sharing

Coaching feedback

Training’s Message is the Company’s Message

Trainer

Course

Branch/Geo

Products

Company

Rules for Identifying Necessary Courses

Train Process not Chaos

Train tasks that get done most often

Train tasks that have the greatest payoff

Train what is hardest to learn independently

Train information that is foundational first

Train what has shown most return on

investment

Developing Training

1. Ask the top performers What do you do?

How did you learn to do that?

2. Watch the top performers What do they do?

3. Identify“hard to acquire” skills, knowledge, and/or behaviors

4. Design the training segment, with reusability in mind

The Learning Model

1. Tell people what they’re about to learn

2. Give the big picture

3. Pass new information, tied to prior

4. Reinforce to validate understanding

5. Practice

6. Test to validate learning

The Three Filters

Filter One

Filter Two

Filter Three

Should the employee be able to do this?

Can the employee perform the task in the current environment

if he/she is forced?

Can the employee perform the task in a textbook environment?

How to Implement Workforce

Optimization1. Define company goals & performance metrics

2. Define jobs: job tasks, and task skills, knowledge, and behaviors

3. Develop training courses for job task s/k/b's

4. Supervisors learn and use coaching for performance

5. Employees use Best Practice's for self-learning

6. Offer courses for job task development

7. Employees learn and use Career Planning for self-assessment

8. Workforce Optimization Analyst uses comparison tools to identify performance enhancing factors

Cultivisor is ready, willing & able to

help you cultivate your workforce!

“t-n-t series“ 2017 · attention: grab & hold relevance: job specific, do i need it...

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