Corporate Quality Training Ledge Walking Technology

Quick and Painless

Boise State Tim Gillum PhD.

Kery Mortenson MS, CPT

Company Overview

Saving Lives Baxter is a global, diversified healthcare company applying innovative science to develop specialty therapeutics and medical products that save and sustain lives. Baxter products are infused, injected or inhaled more than two billion times annually—or six million times a day—to treat life-threatening acute or chronic medical conditions. People with hemophilia, end-stage kidney disease, primary immune deficiency and a range of other diseases depend on our products at their times of most urgent need.

Desired Outcomes

3

Achieve business Results Apply Systems thinking

Learner centric approach Value

Establish effective Partnerships

It starts with a bar napkin

4

Initiatives

Solution

Tax, Staff Benefit or Business Driver

Key behaviors

It all starts with a bar napkin

Identify your top three initiatives – 1. – 2. – 3.

Separate your solution into the following bucket – Formal Instructional Learning solution – Non- instructional learning solution – Combined solution

How is the proposed solution perceived by leadership and the organization? – Tax – Staff benefit – Business driver

5

List the top 3-5 performance initiatives for your organization.

Separate them into one of the following two buckets. * Note: If the initiative fits into both buckets, list them in both

Instructional Non-instructional

For the instructional solutions, further separate them into one of the following 3 buckets.

Tax Staff Benefit Business Driver

For the non-instructional solutions, further separate them using Gilbert’s 6 Cell Matrix.

Data Instruments Incentives

Knowledge/Skills Capacity Motives

For the instructional solutions in the business driver bucket, complete the following impact map.

For the non-instructional solutions, rate each one for effort and benefit (1 low – 3 high). Then place them on the chart.

Supervisor Effectiveness

Learning Objectives

Behaviors Key Results Organizational Goals

*Note: Leverage Curricula blitz to reduce tax to essential NVA Training

Measure the impact of the performance solution

2012 Gillum & Mortenson

Ledge Walking Technology

6

Identify most and least successful trainees

Conduct in-depth interviews with

selected samples

Credible and documented “cases”

of success

Knowledge of factors that drive

impact

Standards and Tools

7

Standards Ledge Walking Tools

Focuses on Results & Outcomes Magic wand

Takes a Systemic View Determine Cause

Rapid Performance Analysis Effort/Benefit Matrix

Adds Value Establishes Partnerships with Clients and Stakeholders

Stone soup Yes And…

Sustain solutions Isolate and evaluate key behaviors

Impact Map Success Case

Simple execution and reporting Evaluate Results and Impact

Scorecard (ROE)

Getting to Results – Desired State

The Magic Wand Technique If you were to wave a magic wand over this issue and the next morning you

came into work and desired state has occurred – what would it look like? Who is the target audience and what would they be doing differently?

What’s Different What would desired state look like and what would be different? How would you recognize success or failure?

The Leader in the Elevator Speech If you were to meet the CEO in an elevator,. How would your describe the

success of your initiative in 30 seconds or less?.

8

Systems Thinking - Human Performance Technology

Information Instrumentation Motivation

DATA INSTRUMENTS INCENTIVES Data and Information

Metrics Communication and

Feedback

Tools Resources Work environment

Incentives Consequences Rewards

Rooted in the Environment/ Organization

KNOWLEDGE CAPACITY MOTIVES Skills Knowledge Behavior

Individual capacity Recognition Motivation Expectations

Rooted in the Individual Worker

9

Thomas Gilbert Fundamentals of Human Performance Technology Published by ISPI 2010

10

Targeted Solutions DATA and

INFORMATION Performance Gaps

Solution(s)

Effort/Benefit

Unclear role expectations for supervisor and manager

Create global role profile for supervisors and managers. Plant managers and HR review new role profile with supervisors

L/H Quick Win

Inconsistency in procedures lends itself to variable interpretation of standards

Leverage outputs of document harmonization H/H Long term

Manager inconsistency in evaluating supervisor performance

Develop robust assessment criteria using outputs from solution A. Align/create Supervisor evaluation to new role profile

L/M Dependent on

Solution A

Current metrics are lagging – not leading indicators

Require supervisors to routinely perform “Gemba Walks” with employees on critical process parameters

L/H Quick win

Current goal setting contributes to unclear expectations

Remove current impediments to goal setting process that drive the wrong behaviors.

M/M Long term

A

C

D

E

B

ROE Scorecard

11

97 91

97

50

55

60

65

70

75

80

85

90

95

100

Value ContentQuality

InstructorEffectiveness

Needs ImprovementMeet/Exceed

Target : 80% Learner ROE

Impact Map

Knowledge and Skills

Critical On-The-Job Behaviors Key observable behaviors

Individual or Team

Key Results

Organizational Goals

• State the business case for the urgency and significance of ‘getting it right’

• Articulate the

importance of your role as an approver

• Describe the benefits of

correctly approving documents

• Explain the

consequence of incorrectly approving documents

• Apply the approval

criteria checklist when approving documents

Schedule sufficient time to

perform a thorough review per standards

Consistently use the

approval criteria checklist when reviewing records

Respond to Record Owners

with a confirmation that their approval is complete

Communicate return

decision and rationale with Owner using approval criteria checklist as reference

Improved confidence and

consistency in correctly approving or rejecting records per approval criterion

Process extensions <5% have no more than 2 extensions

Improved First Pass Acceptance above the baseline mark

Improved effectiveness by monitoring the recurrence

Achieve key performance metrics that improve operational excellence

Clear line of sight to achieving business impact

Do This To Accomplish This So That

Predictable Impact

13

COSTS

RETURN

? % DID NOT TRY IT

AT ALL

? % TRIED IT TO SOME EXTENT BUT

GAVE UP

? % TRIED IT AND

GOT POSITIVE RESULTS

UNREALIZED VALUE

Robert O. Brinkerhoff Ed.D., The Success Case Method

Success Case Impact

Key Behavior Survey Respondent data Implications

Be available to approve records 33% implemented behavior with positive results

42% already doing this

Improved timeliness

Use approval checklist when reviewing documentation

17% Implemented behavior with positive results

25% already doing this

Reduced variation and improved consistency in reviewing records.

Respond to Owners that their approval is complete

50% were already doing this 25% plan to implement

Schedule sufficient time to perform a thorough review of records

50% were already doing this 50% plan to implement

Approval consistency

Communicate return decision and rationale with Owner using approval criteria checklist as reference

58% plan to implement 25% were already doing this 17% implemented but were

unsure of results

Need to add crucial dialog skills into the course to increase application

Provide guidance to the Owners and/or team members

50% were already doing this 25% plan to implement

Increased Pro-active support

Baxter Confidential 14

Culture Pulse

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

Pulse Check

% Nov

Organization is excited about the challenges and feels supported. Confused and uncertain about the future direction and how to get there

Ledge Walking Principles

• Don’t assume that people see your value • Successful performance folks should minimize

the spotlight – It is not about us – it is about the business results

• Phone call away -Ongoing availability coaching/mentoring

• Let the business leaders sell your successes • Continual network inside and outside = CI • Share selflessly – Pay it forward

Lessons Learned

• What did you learn about yourself?

• What tools were helpful?

• Has the perception of your role changed? How? • What will you do differently going forward?

Presenter

Presentation Notes

Hand out our business cards