DJC & Associates Ltd

Managing Human Performance in the Workplace

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Workshop 1 What is Human Performance?
Ref 315-001D
This workshop is for people who need to know how to assess and manage the Performance of their people.
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Training and Performance Specialists

Copyright
DJC & Associates Ltd all rights reserved

This document is the property of DJC & Associates Ltd and may not be disclosed to a third party or copied without the consent of David J. Cox. DJC & Associates Ltd retain intellectual property rights of this material.

DJC wish to recognise the work of the NSPI and have researched information from the NSPI Handbook of Human Performance Technology. DJC wish to recognise the work of the Robert F. Mager and have researched information from his book Making Instruction.

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Acknowledgments: Author David Cox, Principle of DJC & Associates Ltd and Noreen Wannop, Associate and Training & Performance Specialist.

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No part of this document may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without the prior written permission of David J. Cox, Managing Director, of DJC & Associates Ltd.

Managing Human Performance in the Workplace Workshop 1 - Session 1

Contents
This module is part of a larger body of learning about managing human performance in the work place. The information in this module provides a foundation of necessary information about the elements that effect development of human performance improvement solutions (including training).

COPYRIGHT CONTENTS GUIDE TO THE SESSION HUMAN PERFORMANCE

What is Human Performance?

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PERFORMANCE IMPROVEMENT
What is Performance Improvement? The Steps of Performance Improvement

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Influences and Factors affecting performance

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KNOWLEDGE CHECK

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Managing Human Performance in the Workplace Workshop 1 - Session 1

Guide to the Session

What is Human Performance?

The anatomy of human performance The definition of Performance Improvement The method of Performance Improvement The session will consist of -

The influences and factors that can affect human performance

A knowledge check to review your understanding of the topics

Objective

At the completion of this workshop you should be able to: Describe what is meant by human performance, as per the given information Identify the components that enable human performance, as described during the session Identify the influences and factors impacting on human performance, as described during the session Explain the effect of feedback on performance, as per the given information. Briefly state what performance improvement methodology is, as per the given information.

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List the five steps of performance improvement, as per given information The elements in the performance formula can be recalled from memory and written down.

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An interactive presentation covering the above topics, and

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The session covers -

The time allotted for this session is half a day.

Managing Human Performance in the Workplace Workshop 1 - Session 1

Human Performance
What is Human Performance?
Performance centres on human beings doing work. Performance is a process that includes four elements i. ii. iii. iv. Receiving information (stimuli, such as sights and sounds) Processing information (thinking, such as problem solving, decision making) Acting on information (doing, such as speaking, typing, sorting and moving) Producing results (a product or service such as a cheque cashed or a document delivered)
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Input

Performer
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The Human Performance System1

Whether the desired output will be produced is determined by the five components of the HPS above. (1) The performer is required to process a variety of input (2) eg. a form, a sales opportunity, a phone call. (3) For every output produced (as well as the action required producing the output), there is a resultant set of consequences (4).

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(4) Consequence is some event that affects the performer (In general this event is interpreted (uniquely) by the performer as either positive or negative.) In a behavioural law it is believed that peoples behaviour is influenced by consequences; people will ultimately do things that lead to positive consequences and avoid things that lead to negative consequences. (5) The last component is feedback (5) on the consequences of the output. The significance of the HPS is that individual performance is always a function of these five components.

Reference NSPI Handbook of Human Performance Technology

(2) Every input has a desired output (3) eg an inquiry answered or forms processed.

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Every performer (be they a machine operator or the general manager) exists in what we call the Human Performance System (see below)

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Feedback

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Output

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Consequence

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Managing Human Performance in the Workplace Workshop 1 - Session 1 Individual performance is a function of: (1) Performance specifications for the Output (have we adequately specified and communicated the desired performance?)

(4) Feedback (does the performer know if the output is on target and if not how to get it on target?)

Consistent performance is a function of all six of the factors outlined above.

If you put a good performer against a bad system (HPS) they system will win every time.

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In a large majority of cases of poor job performance, the cause is a breakdown of the non-performer components of the HPS (inputs, resources, consequences and feedback). The breakdown is in the performance environment.

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For example performers may know what is expected, have minimal interference, get regular feedback, know how to do the job, and have the capacity to perform. If there are negative consequences when they perform as desired, however, the output will not be forthcoming on a regular basis.

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(6) Individual capacity of the Performer (does the performer have the capacity to produce the output, given that the other five factors are adequate?)

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(5) Knowledge and skill of the Performer (does the performer have the necessary knowledge or skill to produce the desired output?) and

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(3) Consequences (do the consequences to the performer support his or her producing the desired output?)

(2) Task interference of the Input (have we removed the barriers to performing the job by offering good design and by providing necessary resources?)

Managing Human Performance in the Workplace Workshop 1 - Session 1

Performance Improvement
What is Performance Improvement?
Performance improvement takes a systemic (total system) approach to performance analysis and change, as opposed to making piecemeal interventions. It is a whole viewpoint toward performance problems which means that we examine any given problem (defined as a gap between desired and actual states) within the broader context of the sub-system in which it is situated, other interacting sub-systems and ultimately, the overall system where it occurs. This does not suggest that we endlessly examine all systems, in an exercise that lasts forever. What it does mean however is that each performance problem is studied in relation to the more global aims of the setting within which it is identified. The study extends beyond the immediate place of occurrence, if the performance of these other settings is (or eventually will be) significantly affected by the problem or by its solution. While performance improvement is concerned with systems, it is not generally conceived of as applying to all systems. It is a methodology that has application to results-driven, productivity-oriented systems (as opposed, for example to social systems). This makes PI particularly valuable for business and industry where organisational purposes and goals are generally clearly defined. Performance Improvement methodology is concerned with measurable performance and the structuring of elements within the system to improve performance. A cornerstone of performance improvement is outcome focused discovering valid, useful performance objectives and stating them in easily understood terms. PI methodology carries a number of underlying assumptions human performance is lawful and can often be predicted and controlled knowledge of human behaviour is limited, and so PI methodology must rely on practical experience as well as scientific research IP methodology draws from many research bases while generating its own IP methodology is the product of a number of knowledge sources, cybernetics, behavioural psychology, communications theory, information theory, systems theory, management science, and cognitive sciences. IP methodology is not committed to any particular delivery system nor confined to any specific population and subject matter area. It can address any human performance but is most commonly applied within organisational and work settings. IP methodology is empirical. It requires systematic verification of the results of both its analysis and intervention efforts. IP methodology based on guiding principles it allows enormous scope for innovation and creativity.

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Managing Human Performance in the Workplace Workshop 1 - Session 1

The Steps of Performance Improvement

1. Problem/Opportunity Definition: - The objective of this step is to identify and agree on the performance that is desired. The definition is the starting point of the process and is also the ending point, since it will ultimately be the basis for evaluating the effectiveness of the project. The objective usually includes the definition of the performance desired by the organisation, a statement of scope of the project and a plan for the project. 2. Analysis Diagnose the problem, determine its cause, and prescribe the treatment. A complete analysis requires the examination of each of the three levels ideally but not necessarily, in the following macro-to-micro sequence. Organisational Level: The objective is to determine what changes are required in the variables of the organisation level to improve the desired performance and to identify the cross-functional processes that, because they are affecting the desired performance in a negative manner, should be examined further. Sub-steps include developing a 'systems' picture of the organisation to show how the various functions and processes are related to, and affect, the desired performance. Analysing performance data identifies gaps in performance and the critical processes. Process Level objective is to determine the changes that are required at the process level to improve performance and to identify the jobs that, because they are key to effective performance of the process, should be examined further. Sub-steps include: determining the performance of key processes (in terms of desired performance goals); identifying what process steps are not being performed properly and are leading to poor process performance; determining the actions required to improve the performance of the processes; and identifying the jobs that are critical to the successful performance of the process and which need to be analysed further for performance improvement. Job/Performer Level: The objective of this step is to determine the outputs that critical jobs need to be improved in order for key processes to work effectively, and to identify the actions required to improve the job output. This step consists primarily of identifying the gap between desired and actual job outputs and using the HPS framework to determine the cause of poor job performance and the appropriate action to be taken.

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3. Design and Development: The objective is to design and develop those recommended treatments that were determined as part of the analysis step. It may include a broad range of actions from modifying organisational strategy, process and job redesign, the design of a new measurement system, a performance management system, and training.

4. Implementation and Maintenance: The objective is to successfully implement and maintain the various solutions. Key to success is planning the sequence for introducing the various treatments. Critical to successful implementation is strategic management support.

5. Evaluation: The objective is to gather data on performance, to assess whether the treatments are producing the desired results, and if not how the treatments must be
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Managing Human Performance in the Workplace Workshop 1 - Session 1 modified to achieve the desired outcome. Important note - Evaluation procedures are developed along with solutions. Performance is tracked, starting with implementation, and that should be done as ongoing management of the performance in question. As the data is gathered and analysed the loop is closed. Defining Successful Performance i. ii. iii. The Performance itself The Conditions under which the performance takes place the criteria (Standards) by which success is to be judged

Thus we have a term often bandied about 'PCS' in relation to job performance. We define the PCS in a statement called a Performance Objective. This contains a brief goal statement about the performance, the given conditions that are required to support the performance, and the standards to which that performance must be completed.

Objective

You should be able toride a bicycle

So that the rider can ride unassisted for 100 metres the rider will not fall off the rider will not crash into any obstacles during the 100 metre ride

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Given A bicycle of appropriate size and hight for the intended rider A flat smooth road with no traffic A coach

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Managing Human Performance in the Workplace Workshop 1 - Session 1

Influences and Factors affecting performance

Consider the performance formula. Performance = = (Skill + Knowledge) x Support x Opportunity x (Motivation + Confidence) 1 2 3 4

2. Do the people have the required tools, processes, information, etc to support the defined job?

Poor performance can often be detected first by low motivational levels/attitudes exhibited by the performers (or potential performers). We often refer to this element in the formula as an "indicator". The performance formula is the result of many years of study and observation. There are many ways to interpret and analyse performance; the formula allows the PI practitioner to dissect probable and plausible causes for performance discrepancies. Competency Based training can provide solutions that will address skill and knowledge gaps. It can also provide people with valuable opportunities to practice skills and gain confidence to perform. For training to be sure of the desired result, the identified and required performance needs to be applied to a disciplined process to engineer certain criteria; defined inputs, appropriate environment, measurable outputs, meaningful consequences and constructive feedback. This can be called Criteria Referenced Instruction (CRI).

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4. Are there any noticeable signs of high to low levels of confidence and interest in this work?

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3. Do the people have sufficient opportunity to practice the tasks described earlier? Maybe they have too much opportunity, not enough opportunity, no opportunity, or maybe it is a new area not yet practised.

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1. Do the people possess the skills and knowledge to do the defined job? - this can be trained

Managing Human Performance in the Workplace Workshop 1 - Session 1

Knowledge Check
The time allowed, to complete this Knowledge Check is 30 mins Below are a list of questions, the answers to which can be found in the given information.

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Briefly describe what we mean by the term Human Performance.

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Label the four missing components which make up the Human Performance System shown below.

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3.

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Weve discussed the influences on performance. What are they?

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Performer

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If there is anything you are unsure about see the Facilitator for clarification.

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Managing Human Performance in the Workplace Workshop 1 - Session 1 4. Briefly describe what you understand by the term Performance Improvement Methodology

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In relation to Objectives, what does PCS stand for?

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What are the 5 steps used in the Performance Improvement methodology?

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Managing Human Performance in the Workplace Workshop 1 - Session 1 7. Write (from memory) the performance formula.

have a "bad attitude" toward their work environment - will they perform to their ability? Why?

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What is a name that can be given to training systems that engineer a measurable output that reference defined performance criteria?

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Finished? 1. Ask the Facilitator for the Answer Sheet. 2. Check your answers. 3. Take the Answer Sheet and your Knowledge Check to the Facilitator for feedback. Unsure? 1. Review what you have done so far. 2. Discuss any concerns with the Facilitator.

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What part of the performance formula can we affect via training?

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8.

If we have skilful and experienced performers who call themselves 'professionals' but