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Scott M.

Ford, Human Performance Engineering

For Contractors - Consultant Capabilities Statement

Purpose: To increase your revenue through expanded solutions capability or capacity.

As an established vendor with corporate customers, you have built relationships with the same executives I hope to serve. You are
privy to the performance challenges faced by these executives. The solution to many of these challenges is multi-disciplinary. Can we
partner or refer business to each other to solve these challenges?
This document helps match my skill set to both your own service capabilities and the needs of your customers. I can either
supplement your service as contingent resource, or compliment your service by expanding the solution set on offer to the customer.
Complimentary services help you extend your network of influence within the customer organization, and provide an opportunity to
revisit your historical contacts with an expanded service offering.
If you feel one or more of the capabilities below is needed by any of your executive customers or contacts, please call me at
(614)792-7683, or email at

Strategic Capabilities

Determine which organizational initiatives will produce the most long term profit. Methods include structured
interviews, comparative cost-benefit analysis, and organizational constraint identification.


Increase departmental collaboration through examination of the white space on the organizational chart
between functions. Solutions could include new or revised business processes, communication channels, crossfunctional process measures, operating-level agreements, information sharing, clarification of responsibility
and authority, organizational design, etc.


A program takes an organizational resource and increases its capability. Examples include orientation
programs, training programs, and product development programs. I compare program performance with
expected outcomes, means, and methods. The Program Evaluation Report can be used as objective evidence
in the decision to expand, cancel, or repurpose an organizational program.

Performance Management Capabilities


Description and Value

Align management jobs with the business processes they are expected to manage. Establish managers as
process owners by aligning accountability, authority, and incentives to the business process. Develop needed
process and performance feedback systems to help managers make good management decisions.
Examples of managements role in a business process include material and human resource planning, supply
chain management, responses to new customer demands, new technology, continuous improvement
programs, and process level problem solving.


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Design a human performance support system that allows subordinates to more effectively self-manage, freeing
executives for more strategic matters. Workers will better be able to understand their priorities, have clear
authority to solve problems, and improve their own performance over time with quality feedback. The
manager can make changes to this system as the needs of the business change.

Human Performance Engineering, LLC.

Process-Level Capabilities

Description and Value

Model the IS business process to identify and quantify all barriers to process performance. Determine root
causes through data, interviews, and observation. Create a SHOULD model of how the business process will
operate going forward. Prioritize and design countermeasures to remove process barriers. These
countermeasures will improve process throughput, reduce work in process inventory (increasing customer
responsiveness), reduce process expense, or some combination of these.
Ive done this numerous times with business processes spanning 10 or more departments, employing
thousands of people. I use a variety of branded methodologies: Human Performance Technology, RummlerBrache Process Improvement, Six Sigma, Lean, Kepner-Tregoe Analytic Troubleshooting, Theory of Constraints,
as well as unbranded techniques I have acquired through experience and research.


I can clarify and streamline the customers existing process for project management to achieve superior time,
cost, and quality outcomes. Project planning and execution time can be cut by 30% to 50%.

Job-Level Capabilities

The cause of poor performance is often a broken human performance support system, rather than a character
defect in the job performer. I will design performance supports to measurably and substantially improve the
productivity, quality, cycle time, cost or customer satisfaction results of any job role.

Feedback Design

A good feedback system is both corrective (helps the performer improve their own performance over time)
and evaluative (a basis for promotion, compensation, etc.). I can design performance measures, reports that
that support decision-making, as well as scorecard-style weighting systems that both communicate and reward
organizational priorities. Feedback can be designed for any job role, from traditional jobs to knowledge
workers, and at any level of the organization. To support feedback design, I write functional software
requirements and software enabled business rules.


Behavioral action plans are created for use by executives to align the behavior of individuals, job roles, teams,
or functions, with the goals of the larger organization. Social and/or financial incentives are made contingent
on job performance. The effect is to achieve a high and sustained rate of performance, with little to no use of
threat as a motivator.


I diagnose skill and knowledge gaps, determine where expertise should be stored (in human memory or in the
organizational system), develop job aids and coaching support (if required) to standardize the quality of work,
and bring the skills of average performers near to the best performer you have. I also create tracking systems
for the development of the training, trainees, and expert coaches.

PerformanceBased Selection

I identify the necessary skills required of new hires, give managers objective means of talent assessment, and
can seamlessly integrate the training requirements for candidates that are selected to reduce the time to

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Human Performance Engineering, LLC.

Consulting Policies and Style

Partner Integration

If you use a branded methodology, I will conform to yours or your customers methods and terminology
where needed. I will only mention those services of mine you deem appropriate.

Constant Customer

I provide updates as my work product takes shape, keeping the customer comfortable knowing the progress
I am making, the resources I need, and accepting their input or direction as we proceed. Progress reporting is
an essential element of organizational change.


I show the path of how I arrive at recommendations, including interview data, quantitative analysis,
investigative methods, and how they lead to the conclusions. I dont merely express an opinion, I build a
business case. Recommendations are more compelling when the customer sees and agrees with the logic
that produced them.

Role Flexibility

I can adjust my consulting style from hands-off facilitator (customer responsible for results), to initiative
champion (jointly responsible for results), to doing the work myself (I am responsible for results), depending
on the needs of the customer organization and our agreement.

Broad Skill

I am comfortable in any industry or function, because I use my process skills and knowledge of human
behavior to leverage the value of the customers subject matter experts. The result your customer gets will
be exactly matched to their environment. I have project experience in service, manufacturing, government,
and retail.

Solutions Neutral

I allow the nature of the performance issue to dictate the path of analysis and the conclusions generated. I
dont steer the customer into a narrow gap definition that matches my implementation skill set. Solutions
may be implemented by me, performance partners, or the customers internal resources, as appropriate.

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Human Performance Engineering, LLC.