Using a

Human Performance Technology

approach to

Improve Your Enterprise

Processes
Enterprise
Processes
Performers

Guy W. Wallace
Certified Performance Technologist
President – EPPIC, Inc.
guy.wallace@eppic.biz www.eppic.biz
 We’ll quickly cover
• A definition of:
HPT - Human Performance Technology

• An example HPT Methodology, Model-set and

Tool-set
…by way of…
• Example HPT Project Outputs from my 150+
projects since 1982…
 Ishikawa Diagram

Men Materials

Any
Any
Process
Process

Methods Machines

Also Known As: Fishbone Diagram, Cause & Effect Diagram

 …human performance is:
“those valued results produced by
people working within a system.”
Assumptions:
- A technology is a set of empirical and scientific principles and their application
- Human Performance Technology is the technology concerned with all
variables which impact human performance
- All organizational processes and practices impact the production of valued
results, whether positively or negatively and whether those results go
measured or unmeasured, acknowledged or not. (Everything that an
organization does affects what it accomplishes, whether or not the results
are acknowledged or desirable.)
- The purpose of all organizations is the same: to create value for their
stakeholders; this is accomplished by aligning all processes, practices,
and resources to maximize the production of that value.
- We collaborate with and value the expertise of other disciplines; human
performance technology becomes the integrator and multiplier.

Definition from an ISPI Task Force Report to the Board, January 2004
ISPI – International Society for Performance Improvement www.ispi.org
HPT Systemically & Systematically

Men Materials

Any
Any
Process
Process

Methods Machines
 The Big Picture of Enterprise Process
Performance Improvement - EPPI
L Enterprise level
C

L BU/Function level
C

Department level
Human Asset Requirements
Leadership
Systems &
Processes

Process Map View Performance Model View Knowledge/Skills

Area
Area
of Performance:
of Performance: Attributes/Values
Role
Key Roles/Responsibilities
Key dE
TypicalProb. Gap
dK

1 Outputs Tasks 1 2 3 4 5 Perf. GapsCause dI

Systems &
Processes

Role Data/Information
Proces < Performance
= 2
Core

s Map Model
Role < Materials/Supplies

3 = Tools/Equipment

Role Facilities/Grounds
Systems &
Processes

4
Support

Budget/Headcount
Role
Role:

5 Culture/Consequences

Environmental Asset
Requirements
Systemically-----------------------------------------------------Systematically
 The Big Picture of Enterprise Process
Performance Improvement - EPPI
L
1- The Process
What is required depends on
C
S
The process must be designed for efficient
the balanced
L
C delivery to meet stakeholder metrics requirements of all of the
S

Stakeholders
Human Asset Requirements
p Systems

Processes
Leadershi

Process Map View Performance Model View

&

Knowledge/Skills
Area of Performance:
Role Roles/Responsibilities dE
dE
Key Key Typical Prob. Gap dK
Attributes/Values
1
Outputs Tasks Perf. Gaps Cause dI
1 2 3 4 5
Processes
Systems

Role
Process <
Core

Performance Data/Information
= 2
&

Map Model Role < Materials/Supplies

3
Role
= Tools/Equipment
Processes
Systems
Support

Facilities/Grounds
4
&

Role Role:
Budget/Headcount
5 Culture/Consequences

Environmental Asset Requirements

2- The Human Asset Enablers 3- The Environmental Asset

Humans bring several types of attributes/ Enablers
capabilities to the enterprise processes that they
work in and to the environmental assets that they The environment provides several types of enabling
work with; these are assets for the humans to use while performing the
job; these include
Awareness, knowledge, skills Data/Information
Physical attributes Materials/Supplies
Psychological attributes Tools/Equipment
Intellectual attributes Facilities/Grounds
Personal Values Budget/Headcount
What is required depends on both the What
Culture/Consequences
is required depends on both the
process performance requirements and process performance requirements and
the environmental supports available the human capabilities available
 For Any Process/Processes

Process Map View Performance Model View

Human Asset Requirements
Area of Performance:
Role Key Roles/Responsibilities
Key Roles/Responsibilities dE
Typical Prob. GapdE
Key Key Typical dK
dK
1
Outputs Tasks
Outputs Tasks 1 2 3 4 5Perf. Gaps
Perf. Gaps Cause
CausedI dI Knowledge/Ski
lls
Attributes/Values
Role
2
Role < Data/Information

Materials/Supplies

3 = Tools/Equipment
Role Facilities/Grounds

4 Budget/Headcount
Role Role: Culture/Consequences
5
Environmental Asset Requirements
 Human Asset Enablers*
• Awareness/ Knowledge/ Skill
• Intellectual Attributes
• Psychological Attributes
• Physical Attributes
• Personal Values

*…of a well designed process that is capable of meeting

stakeholder requirements for both process and output
Asset Management Systems
HAMS – Human Asset EAMS – Environmental
Management Systems Asset Management
& Processes Systems
Organization & Job Redesign
& Processes
Data & Information Systems
Systems

Staffing & Succession Planning Materials & Supplies Systems

Systems

Recruiting & Selection Systems Tools & Equipment Systems

Training & Development Facilities & Grounds Systems

Systems

Performance Appraisal & Budget/Headcount Financial

Management Systems Systems

Compensation & Benefits Culture &

Systems Consequence Systems

©2002 EPPIC, Inc.

Reward & Recognition Systems
 Targeting the HAMS
Provisioning Systems
Human Asset
Management Systems
Human Assets
& Processes A/K/S - Intellectual - Psychological - Physical – Values
Organization & Job Redesign ! This would change the configuration of needs by job and/or organizational department !
Systems
x x x x

Staffing & Succession Planning x x x x x

Systems

Recruiting & Selection Systems x x x x x

Training & Development

Systems
x (x) (x) (x) (x)

Performance Appraisal & x x x x x

Management Systems

Compensation & Benefits

Systems
x x x (x) x

Reward & Recognition Systems x x x x x

 L

C
Enterprise/ BU
S

Function

Departmental Level
Processes
Leadershi

Systems
&
p

Processes Processes
Systems

Process <
Core

= Performance
&

Map Model
Systems
Support

&
 L

C
Enterprise/ BU
S

Function

Departmental Level
Processes
Leadershi

Systems
&
p

Processes Processes
Systems

Process <
Core

= Performance
&

Map Model
Systems
Support

&
 Performance Model
“Areas of Performance” example
 Performance Model
“Areas of Performance” example 2
 Performance Model
“Areas of Performance” example 3
 Performance Model
“Areas of Performance” example 4
 Performance Modeling
Process Map View Performance Model View

Area of Performance:
Role Roles/Responsibilities Typical Prob. GapdE
Key Roles/Responsibilities
Key
Key Key Typical dE
dK
dK
1
Outputs Tasks
Outputs Tasks1 2 3 4 5Perf. Gaps Perf. Gaps Cause
CausedI dI

Role

2
Role <
3 =
Role

4
Role Role:

5
Performance Model chart example
Performance Model chart example 2
Performance Model chart example 3
Performance Model chart example 4
 The Enablers of
Process Performance
Human Asset Requirements
Knowledge/Skills
Attributes/Values

Data/Information
Materials/Supplies
Tools/Equipment
Facilities/Grounds
Budget/Headcount
Culture/Consequences

Environmental Asset
Enabling K/S Categories example
Enabling
K/S
Categories
example 2
K/S Matrices chart example

Copyright Law xx x x x xxxxx x x

K/S Matrices chart example 2
K/S Matrices chart example 3
K/S Matrices chart example 4
 In the Final Analysis…
How well do your current HAMS affect the human assets
available to your most critical Processes?
Do they meet the needs of the business processes “by
design” for … Yes No
Organization & Job Redesign
Performance-based Systems

Staffing & Succession Planning

Performance-based Systems

Performance-based Recruiting & Selection Systems

Performance-based Training & Development

Systems

Performance-based Performance Appraisal &

Management Systems

Compensation & Benefits

Performance-based Systems

Performance-based Reward & Recognition Systems

The EPPIC version of HPT: “EPPI” Stage 1 Targeting plans the integration of the

Right Improvement Methods

for the Right Needs
for the Right Affects

Men Materials

Any
Any
Process
Process

Methods Machines
Integrated
Project
Workstrea
m Planning

ABC
Analysis

C
T
TAR
AR
B

C
GET
GET
Design

A
ING
ING Design
Integration
& Test

ABC
Development

C
Development
Integration &
Test

ABC
Pilot Test

ABC E
Revision & Release

C
HPT Systemically & Systematically

Systemically-----------------------------------------------------Systematically

Men Materials

Any
Any
Process
Process

Methods Machines
 The Big Picture of Enterprise Process
Performance Improvement - EPPI
L
1- The Process
What is required depends on
C
S
The process must be designed for efficient
the balanced
L
C delivery to meet stakeholder metrics requirements of all of the
S

Stakeholders
Human Asset Requirements
p Systems

Processes
Leadershi

Process Map View Performance Model View

&

Knowledge/Skills
Area of Performance:
Role Roles/Responsibilities dE
dE
Key Key Typical Prob. Gap dK
Attributes/Values
1
Outputs Tasks Perf. Gaps Cause dI
1 2 3 4 5
Processes
Systems

Role
Process <
Core

Performance Data/Information
= 2
&

Map Model Role < Materials/Supplies

3
Role
= Tools/Equipment
Processes
Systems
Support

Facilities/Grounds
4
&

Role Role:
Budget/Headcount
5 Culture/Consequences

Environmental Asset Requirements

Systemically-----------------------------------------------------Systematically
2- The Human Asset Enablers 3- The Environmental Asset
Humans bring several types of attributes/ Enablers
capabilities to the enterprise processes that they
work in and to the environmental assets that they The environment provides several types of enabling
work with; these are assets for the humans to use while performing the
job; these include
Awareness, knowledge, skills Data/Information
Physical attributes Materials/Supplies
Psychological attributes Tools/Equipment
Intellectual attributes Facilities/Grounds
Personal Values Budget/Headcount
What is required depends on both the What
Culture/Consequences
is required depends on both the
process performance requirements and process performance requirements and
the environmental supports available the human capabilities available
Books: lean-ISD, T&D Systems View and, The
Quality RoadMap Additional
References/
all are available from Amazon.com - or from EPPIC for quantities

Chapter: “Modeling Mastery Performance and

Systematically Deriving the Enablers for
Performance Improvement” in the Handbook of Human
Performance Technology, James Pershing editor
Resources
Newsletters & Articles on the EPPIC Web Site:
– Pursuing Performance –quarterly newsletter
– Performance Modeling & Human Asset Enabler Analysis
– Lean-ISD via the PACT Processes for Training &
Development
– Lean-ISD White Paper
– The Training Factor of the Quality Equation
– Technology Transfer Using the PACT Processes for T&D
– Continuous Improvement and Training
www.eppic.biz
– Managing Human Assets
– Using a Group Process to Create Models and Matrices
Also- there is a
quarterly series of
columns by
Guy W. Wallace at
BPTrends.com
Guy W. Wallace has been in the T&D field since
1979 and an external training and human
performance improvement consultant since 1982.
His clients over the years have included over 40
Fortune 500 firms, plus NASA, NAVAIR, NAVSEA,
and non-US firms: BP, Novacor, Opel, and
Siemens.
He has planned and managed large-scale and small
improvement projects, and has analyzed and
designed/ developed Training & Development and
many other human performance improvement
interventions for almost every type of industry,
business function and process.
He is the author of three books, several chapters,
and more than 50 articles. He has presented more
than 50 times at international conferences and local
chapters of ISPI, ASTD, and at IEEE, Lakewood
Conferences, ABA, the Conference on Nuclear
Training and Education, and the Midwest Nuclear
Training Association.
He has served on the ISPI Board of Directors as the
Treasurer on the Executive Committee (1999–2001)
and later as the President-Elect for 2002-2003, and
President for 2003-2004.
Guy’s professional biography was listed in Marquis’
Who’s Who in America in 2001.
He was designated a CPT — Certified Performance
Technologist in 2002.
Guy W.
Wallace
Consulting Clients
Background since 1982
& Experience
2000—Today…Abbott Laboratories, AMS, CACI, Eli Lilly,
Fireman’s Fund Insurance, General Motors, GTE, Johnson
Controls, NASCO, NAVAIR, NAVSEA, Norfolk Naval Shipyard,
Siemens Building Technologies, and Verizon.
1990—1999…Abbott Laboratories, ALCOA, ALCOA Labs,
Alyeska Pipeline Services Company, American Management
Systems, Amoco, AT&T Network Systems, Bandag, Bank of
America, Baxter, Bellcore-Tech, British Petroleum-America,
Burroughs, CCH, Data General, Detroit Ball Bearing, Digital
Equipment Company, Discover Card, Dow Chemical, EDS, Eli
Lilly, Ford, General Dynamics, General Motors, H&R Block, HP,
Illinois Bell, Imperial Bondware, MCC Powers, NCR, Novacor,
Occidental Petroleum Labs, Spartan Stores, Sphinx
Pharmaceuticals, Square D Company, and Valuemetrics.
1982—1989…ALCOA, ALCOA Labs, Ameritech, Amoco,
Arthur Anderson, AT&T Communications, AT&T
Microelectronics, AT&T Network Systems, Baxter, Burroughs,
Channel Gas Industries/Tenneco, Dow Chemical, Exxon, Ford,
General Dynamics, HP, Illinois Bell, MCC Powers, Motorola,
Multigraphics, NASA, Northern Telecom, Northern Trust Bank,
and Westinghouse Defense Electronics.
Project overviews for each client are available at www.eppic.biz
Guy W. Wallace
In addition to offering “2-hr Briefings“ - and longer, more in-depth “Orientation Presentations”
EPPI Stage 1 methodologies for “Targeting EPPI” and the
for both the
PACT Processes methodologies for 3 levels of Instructional Systems Design:
 CAD - Curriculum Architecture Design…for conducting performance-based Tranining Needs Analysis for a job,
process, function, or for an entire enterprise

 MCD - Modular Curriculum Development/Acquisition…for content development of instructional

programs using rules and guidelines to increase a modular design/development approach increasing re-use and decreasing cycle tiems and costs

 IAD - Instructional Activity Development/Acquisition …for content development of instructional program

content by topic category (i.e.: policies, product knowledge, tools, or job-specific applications of generic inter-personal skills such as Time
Management, or Dealing With Varied Personality Types, etc.) in advance of MCD efforts, or for stand-along content ala KMS approaches

5 Day 3 Day 3 Day

EPPIC offers Workshop

Sessions
Coaching
Sessions
Practitioner Certifications

PACT Performance Analyst

for CAD, MCD, IAD and T-EPPI efforts
  
PACT CAD Designer
for CAD
  
PACT MCD/IAD Designer
for MCD and IAD
  
PACT Lead Developer
for MCD and IAD
 
PACT Project Manager
for CAD, MCD, IAD and T-EPPI efforts
 
Workshops for up-to-8, or 9-16 participants.
Coaching Sessions and Practitioner Certifications for up-to-4 participants.
 EPPIC Inc. - Serving Clients Internationally

For more information about EPPIC

products and services please contact

Guy W. Wallace
Certified Performance Technologist
President – EPPIC, Inc.
guy.wallace@eppic.biz - or see the EPPIC web site: www.eppic.biz

office 704- 895- 6364 mobile 704- 746- 5126

20417 Harborgate Court #510 Cornelius NC 28031 USA

Cornelius is located on Lake Norman in the Blue Ridge Mountain Foothill Suburbs of
Charlotte North Carolina
Thank You!