rummler report
DESCRIPTION
DRAFT of presentation on a chapter about Rummler...comments welcome. :)TRANSCRIPT
![Page 1: Rummler Report](https://reader033.vdocuments.net/reader033/viewer/2022061113/5458480eb1af9fba5d8b4c12/html5/thumbnails/1.jpg)
Geary A. Rummler, PhD
What we will cover:•Geary’s Background•Performance Improvement Model•Nine Performance Variables•14-Step Performance Improvement Process•Tools used in the Performance Improvement Process•Rummler’s Model of the Human Performance Systems
and the Factors that Affect it
![Page 2: Rummler Report](https://reader033.vdocuments.net/reader033/viewer/2022061113/5458480eb1af9fba5d8b4c12/html5/thumbnails/2.jpg)
Rummler’s Career
•BA, MA, and PhD from University of Michigan
•National president of the International Society for Performance Improvement (ISPI)
•Member, Board of Directors of the American Society of Training and Development (ASTD)
•Member, Editorial Board of Training Magazine
Education/ Professional Affiliations
•1962: Co-founded Center for Programmed Learning for Business with George Odiorne
•1969: Co-founded Praxis Corporation with Tom Gilbert
•1981: Founded consulting firm
•1987: Firm became Rummler-Brache Group
•2000: Founded Performance Design Lab
Founder
•1998: Training and Development: A Guide for Professionals with George S. Odiorne
•1990: Co-authored Improving Performance, How to Manage the White Space on the Organization Chart with Alan P. Brache
•2004: Serious Performance Consulting - According to Rummler
Author
•1986: Induction into the Human Resource Development Hall of Fame
•1992: The Distinguished Professional Achievement Award from ISPI
•1996: The Enterprise Reengineering Excellence Award from Enterprise Reengineering Magazine
•1999: The Distinguished Contribution Award for Workplace Learning and Performance from ASTD
•1999: The Life Time Achievement Award from the Organization Behavior Management Network
•2000: Presidential Citation for Intellectual Leadership from ISPI
Awards
![Page 3: Rummler Report](https://reader033.vdocuments.net/reader033/viewer/2022061113/5458480eb1af9fba5d8b4c12/html5/thumbnails/3.jpg)
Rummler believed it was all about improving performance
![Page 4: Rummler Report](https://reader033.vdocuments.net/reader033/viewer/2022061113/5458480eb1af9fba5d8b4c12/html5/thumbnails/4.jpg)
Manage the white spaces
Global Competitive pressures• Product/Service Quality &
Reliability• Higher customer
expectations• Fiscal efficiency• Productivity
Agile companies are competitive• Smaller Workforce• Workers have
interdisciplinary skills• Organizations have flexible
management, labor, process and product capabilities
Performance – Key Issue for Business
![Page 5: Rummler Report](https://reader033.vdocuments.net/reader033/viewer/2022061113/5458480eb1af9fba5d8b4c12/html5/thumbnails/5.jpg)
Job/Performer Level
Process Level
Organizational Level
“Organizations are systems, and people are only as good as the systems that they’re
in”
3 Levels of Performance Improvement Model
![Page 6: Rummler Report](https://reader033.vdocuments.net/reader033/viewer/2022061113/5458480eb1af9fba5d8b4c12/html5/thumbnails/6.jpg)
Nine Performance Variables
Organizational Level
Process Level
Job/Performer Level
Goals
Organizational Goals
Process Goals
Job Goals
Design
Organizational Design
Process Design
Job Design
Management
Organizational Management
Process Management
Job Management
Performance Levels
Performance Needs
![Page 7: Rummler Report](https://reader033.vdocuments.net/reader033/viewer/2022061113/5458480eb1af9fba5d8b4c12/html5/thumbnails/7.jpg)
14-Step Performance Improvement ProcessPhase 1:
Performance Improvement
Process
Phase 2: Organizational Improvement
3. Define the organization’s
system
Phase 4: Job Improvement
Phase 5: Process Management
![Page 8: Rummler Report](https://reader033.vdocuments.net/reader033/viewer/2022061113/5458480eb1af9fba5d8b4c12/html5/thumbnails/8.jpg)
• What is the performance problem?
1. Define project
• Establish dates & events for process improvements2. Develop
project plan
• Project definition worksheet• Project planCreate
Documentation
Phase 1: Performance Improvement Planning Process
![Page 9: Rummler Report](https://reader033.vdocuments.net/reader033/viewer/2022061113/5458480eb1af9fba5d8b4c12/html5/thumbnails/9.jpg)
" A process is the series of planned actions in the value chain that convert a given input into a desired result.”
![Page 10: Rummler Report](https://reader033.vdocuments.net/reader033/viewer/2022061113/5458480eb1af9fba5d8b4c12/html5/thumbnails/10.jpg)
• How does the process fit the organization’s big picture?
• How does work flow from inputs to outputs?3. Define the organization’s
system
• Where can the process be improved?• Identify missing, unnecessary, confusing, or
misdirected inputs or outputs4. Identify organizational
improvement opportunities
• Develop relationships that eliminate disconnections• Evaluate different ways to group people or establish
reporting hierarchies5. Specify improvement
actions at the organizational level
6. Identify processes that affect this critical issue most
•Relationship map•Organizational analysis and improvement worksheet•With actions•With process(es)Create Documentation
Phase 2: Organizational Improvement
![Page 11: Rummler Report](https://reader033.vdocuments.net/reader033/viewer/2022061113/5458480eb1af9fba5d8b4c12/html5/thumbnails/11.jpg)
Manage the white spaces
CEO
VP
Line Manager
Individual Contributor
Individual Contributor
Individual Contributor
VP
Line Manager
Individual Contributor
Individual Contributor
Individual Contributor
VP
Line Manager
Individual Contributor
Individual Contributor
Individual Contributor
Assistant
Manage the White Space
“A primary contribution of a manager at the second level or above is to manage interfaces. The boxes already have
managers; the Senior manager adds value by managing the white space between the boxes.”
![Page 12: Rummler Report](https://reader033.vdocuments.net/reader033/viewer/2022061113/5458480eb1af9fba5d8b4c12/html5/thumbnails/12.jpg)
• Create Maps• Identify what is, and what should be7. Define the process
• Identify process gaps8. Identify process
improvement opportunities
9. Specify improvement actions at the process level
• Identify the largest gaps10. Identify the job that
most affects the process.
• Process map(s)• Process improvement and analysis worksheet
• With actions• With job(s).Create Documentation
Phase 3: Process Improvement
![Page 13: Rummler Report](https://reader033.vdocuments.net/reader033/viewer/2022061113/5458480eb1af9fba5d8b4c12/html5/thumbnails/13.jpg)
"Training and development is a solution in search of a
problem”
![Page 14: Rummler Report](https://reader033.vdocuments.net/reader033/viewer/2022061113/5458480eb1af9fba5d8b4c12/html5/thumbnails/14.jpg)
11. Create job specifications to support improved processes
12. Identify job performance improvement opportunities and the
gaps between what is and what should be.
13. Specify improvement actions at the job level
14. Implement and evaluate performance action at all three
performance levels
• Job models(s)• Job analysis• Performance system design worksheet• Action planning worksheets
Create Documentation
Phase 4: Job ImprovementPhase 5: Process Management
![Page 15: Rummler Report](https://reader033.vdocuments.net/reader033/viewer/2022061113/5458480eb1af9fba5d8b4c12/html5/thumbnails/15.jpg)
Rummler was an engineer. Engineers like diagrams.
![Page 16: Rummler Report](https://reader033.vdocuments.net/reader033/viewer/2022061113/5458480eb1af9fba5d8b4c12/html5/thumbnails/16.jpg)
Developing Performance Logic
![Page 17: Rummler Report](https://reader033.vdocuments.net/reader033/viewer/2022061113/5458480eb1af9fba5d8b4c12/html5/thumbnails/17.jpg)
Performance specifications
Do they exist?
Do performers know about them?
Do performers think they can attain them?
Task support
Can performer recognize input needing action?
Can task be done w/o interference from other
tasks?
Are procedures/work flow logical?
Are there adequate resources?
Consequences
Do they support desired performance?
Do performers find them meaningful?
Are they timely?
Feedback
Do performers receive info about their performance?
Is that info• Relevant• Timely• Accurate• Specific• Understandable
Skills and knowledge
Do performers have skills/knowledge required
to perform?
Do performers know why performance is desired?
Individual capacity
Are performers able to perform:• Physically• Mentally• Emotionally
![Page 18: Rummler Report](https://reader033.vdocuments.net/reader033/viewer/2022061113/5458480eb1af9fba5d8b4c12/html5/thumbnails/18.jpg)
Memorials
• AllBusiness• Big Dog Little Dog• ASTD (requires
membership)
• Pursuing Performance Blog
![Page 19: Rummler Report](https://reader033.vdocuments.net/reader033/viewer/2022061113/5458480eb1af9fba5d8b4c12/html5/thumbnails/19.jpg)
Questions?
![Page 20: Rummler Report](https://reader033.vdocuments.net/reader033/viewer/2022061113/5458480eb1af9fba5d8b4c12/html5/thumbnails/20.jpg)
Prepared for EME 6691 – Performance Systems Analysis Fall 2009– Lea Ann Gates– Gina Minks
![Page 21: Rummler Report](https://reader033.vdocuments.net/reader033/viewer/2022061113/5458480eb1af9fba5d8b4c12/html5/thumbnails/21.jpg)
More info:http://thepactwiki.wikispaces.com/Rummler+Quotehttp://delicious.com/gminks/rummlerhttp://www.geary.com/Geary_Rummler_-_Management_Consultant