1. 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

2. 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

3. 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?

4. 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

5. Other Models TQM –Six Sigma –Lean Balanced Scorecard ISO 9000

6. Orkin Case Study Call Center standardization –Selection –Training –Quality

7. Orkin Case Study Performance DNA Model Performance Happens This Way InfluencesTasksProcessesOutcomesGoals 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 CausesDetermine Outcomes Articulate Goals Business Analysis Performance Analysis Key Performer AnalysisInfluence Analysis ©2004 Platinum Performance Group and American Society for Training & Development

8. Orkin Case Study Solutions Align initiatives Focus on management support Define job roles, skills Define performance measures Clarify use of performance data reports

9. Orkin Case Study Results Call Center Management Coaching program Quality Monitoring program –Increased quality scores

10. Awards Great Place to Work ® Corporate Citizens Malcolm Baldrige National Quality Award

11. Great Place to Work ® & BEM InformationInstrumentationMotivation 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

12. 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

13. 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

14. Are Organizations Using HPT?

15. Baldrige Award Winners CPTs ASTD membership Models used Performance indicators

16. 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

17. 10 Most Enduring Business Trends 1.Execution 2.Learning Organization 3.Corporate Values 4.Customer relationship Management 5.Disruptive Technology 6.Leadership Development 7.Organizational DNA 8.Strategy-based Transformation 9.Complexity Theory 10.Lean Thinking 6.Leadership Development 7.Organizational DNA 8.Strategy-based Transformation 9.Complexity Theory 10.Lean Thinking

18. A “Really Good” Business Idea Timely Explanatory Pragmatic Empirical foundation Natural constituency

19. Who Needs HPT?

20. Debate Is HPT a “Really Good” idea? Strengths Complimentary Models Threats The Future of HPT

21. Barriers and Enablers to HPT

22. Barriers Not able to practice what we preach –Communication & Language –Changes in Business Environment –Professional Relationships/Placement of HPT Expertise

23. Enablers Effective communication of benefits Overcome desire for “quick fixes” Professional identity Common language and practices

24. 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?

25. Thank You! Safe Travels!