who needs hpt? competing models for performance improvement presenters: deb wagner, butler memorial...
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Who Needs HPT?
Competing Models for Performance Improvement
Presenters:Deb Wagner, Butler Memorial Hospital
Shaunda Paden, CPR, DesignComm, Inc.Diane Gayeski, Ph.D., Gayeski Analytics
Introduction
• Discuss other performance improvement initiatives, models and awards
• Compare and contrast with HPT• Examine application of HPT compared
to other models• Debate the future of HPT as an
enduring business trend
Brainstorm
The Relevance of HPT
Practical Power
vs.
Academic Theory
Business Goals
Workplace Quality
Corporate Social Responsibility
If we’re so smart…
why aren’t we rich?
Brainstorm
Other Models• What do we know about it?
– Who is using it?– Key terms/concepts
• How does it compare to HPT?– Overlap– Strengths/weaknesses
Orkin Case StudyPerformance DNA Model
Performance Happens This Way
Influences Tasks Processes Outcomes Goals
Influences can…
…affect people in the performance of tasks…
…that combine as processes…
…that enable outcomes…
…that accomplish
business goals
Analysis Happens This Way
Determine Causes Determine Outcomes
Articulate Goals
Business Analysis
Performance Analysis
Key Performer AnalysisInfluence Analysis
©2004 Platinum Performance Group and American Society for Training & Development
Orkin Case Study
Solutions
• Align initiatives
• Focus on management support
• Define job roles, skills
• Define performance measures
• Clarify use of performance data reports
Orkin Case Study
Results
• Call Center Management Coaching program
• Quality Monitoring program– Increased quality scores
Great Place to Work® & BEMInformation Instrumentation Motivation
1. Data:
Expectations & Feedback
2. Instruments:
Tools & Resources
3. Incentives:
Rewards & Recognition• Clear communication of plans• Knowledge of how individual work
contributes to organizational goals
• Management integrity ensures alignment of words and actions
• Equipment and resources are provided
• Work environment is safe and healthy
• Extra work effort is appreciated• Employees involved in
collaborative decision-making• Compensation, benefits, and
recognition are equitable• Just and fair treatment of
employees• Professional development
opportunities are available
4. Knowledge:
Skills & Training
5. Capacity:
Aptitude & Ability
6. Motives:
Desire to Achieve• Professional development
opportunities help prepare employees for future expectations
• People are matched appropriately to work
• Employees find their work/workplace pleasurable
• Employees take pride in their role in the organization
• Individuals feel respected• Individual and team successes are
celebrated
Corporate Social Responsibility
• Business Ethics “100 Best Corporate Citizens”
• Harris-Fombrum Reputation Quotient (RQ)
• GRI/ISO 26000
• Balance needs of many stakeholders
• Triple bottom line (3BL)
• Organizational Elements Model (OEM)
• MEGA level
Malcolm Baldrige National Quality Award
• Financial, employee, society• Comprehensive, integrated
approach to performance• Leadership inspires,
motivates workforce• Balance current and future
needs of all stakeholders• Align strategy to customer,
market needs• “Performance Excellence”• Culture of learning
Standards of HPT• Focus on outcomes, results• Systems view• Adds value• Systematic• Establish partnerships
Why Not HPT?
• Quality, productivity, revenue inherently aligned with learning, innovation, motivation, satisfaction
• Can address societal impact
• Variety of tools
• Broad strokes - systemic
• Fine strokes - targeted root causes
10 Most Enduring Business Trends
1. Execution2. Learning
Organization3. Corporate Values4. Customer
relationship Management
5. Disruptive Technology
6. Leadership Development
7. Organizational DNA
8. Strategy-based Transformation
9. Complexity Theory
10.Lean Thinking
A “Really Good” Business Idea
• Timely
• Explanatory
• Pragmatic
• Empirical foundation
• Natural constituency
Debate
• Is HPT a “Really Good” idea?
• Strengths
• Complimentary Models
• Threats
• The Future of HPT
Barriers
• Not able to practice what we preach– Communication & Language– Changes in Business Environment– Professional Relationships/Placement of
HPT Expertise
Enablers
• Effective communication of benefits
• Overcome desire for “quick fixes”
• Professional identity
• Common language and practices
Final Questions
• Is human capital trend declining?
• Should we jump on a bandwagon?
• Abandon broad approach to focus on basics?
• How can we get more mainstream attention?
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