Educational Sessions

Keynote Presentation
Thursday, September 27, 8:30 am

Business Alignment for Results
Cedric T. Coco, CPT, General Manager,
Engineering Excellence, Microsoft Corporation

For many years, organizations have struggled with the best ways to optimize workforce in order to execute on company objectives. In this day and age, the smart companies ensure equal participation of corporate strategic leadership and the learning organization. Learning leaders are no longer satisfied by a simple definition of the goals and objectives for the workforce. Instead, the learning and performance development teams have to be engaged in strategic business planning and creating organizational goals. Microsoft's engineering community realized this and acted on it. The Engineering Excellence team, Microsoft's learning and performance development organization, aligns with Microsoft Leadership Teams to develop HPT solutions in the areas of people, processes, and tools.

During his keynote presentation, Cedric will share with you:

• How Engineering Excellence created and implemented an organizational solution to business alignment
• How Engineering Excellence was able to operationalize the business process to create shared ownership with operational leadership over employee performance development
• Insights and lessons learned in turning a traditional training-on-request organization into an effective and credible performance development team

As General Manager of Engineering Excellence at Microsoft, Cedric T. Coco drives engineering standards and practices used to create Microsoft products and provide customers with consistent, high-quality software and services. In this role, he is responsible for strategy and direction around people development, best practices, tools, and processes for the engineering and IT workforce at Microsoft. Since joining Microsoft in 2003, Coco has championed the vision and strategy that led to the transformation of Microsoft's engineering training group into a human performance technology organization. Previously, he worked in various engineering, customer service, management, and training leadership positions at KLA-Tencor and the General Electric Corporation. Coco holds a BS in engineering and an MBA and has served on the boards of several e-learning ventures, as well as on the editorial advisory boards for Brandon Hall Research, CLO Magazine, and Training Magazine.

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Symposia

An ISPI Symposium is a three-hour focused discussion related to a particular aspect of Human Performance Technology. An expert leads the symposium, presenting key concepts in-depth and then guiding discussion for further exploration and practical application.

Breakthrough Performance: Training People
to Manage Themselves Well
Bill Daniels, CEO, American Consulting & Training, Inc.
Symposium 4, Friday, September 28, 1:30 pm

Most individual contributors are only utilizing 45-55% of the resources currently allocated to support their performance. They have everything they need to deliver twice as much output. What's missing is the skill of self-management. When self-management is expected and made possible, performance usually jumps to at least a steady 80% utilization of resources. And it usually happens in less than 45 minutes! In this session, Bill (ISPI's Gilbert Award winner in 2005) shares 30 years of experience and his latest methods for empowering individual contributors to manage their own work. Participants also get to try out the challenging "Chain Gang" simulation as a learning tool.

Participants will be able to:

• Recite from memory the three essentials for high-performance self-management.

• Quickly state and show output expectations.

• Design appropriate simple methods of self-monitored performance feedback.

• Implement an escalation path when resources are inadequate.

• Apply the system to routine, project, troubleshooting, and negotiable tasks.

William (Bill) R. Daniels, CEO of American Consulting & Training, Inc., has been working since 1973 with organizations in numerous industries to improve managerial performance and organizational productivity. His work has focused on the causal relationship between managerial behavior and organizational results. He is passionate about finding a way to fully use human assets in organizations. Bill believes that it is extremely important to rely on group work and to listen, listen, listen to each other. He enjoys being a member of ISPI and serving as a past member of the Board of Directors for the International Board of Standards for Training, Performance, and Instruction (IBSTPI).

Designing the Process-Centered Organization
Alan Ramias Partner, Performance Design Lab and Ray Svenson, CPT, President, Ray Svenson Consulting Inc.
Symposium 1, Thursday, September 27, 1:30 pm

An organization is a system for transforming inputs into outputs to meet a set of business performance requirements. This system is composed of processes, structure, metrics, practices, information infrastructure, people, and other elements. The system has the best chance of meeting performance requirements when all the elements are designed to work together focused on the requirements. But what is the best way to attack the design of this complex system? This session provides a methodology for starting with the integration of processes and structure as the basic organization design framework. Two actual cases will be used to illustrate the method; one is a global corporation that was redesigned from top to bottom, and the other is the redesign of a department inside a major corporation. The principal tools used in the process are illustrated in the case examples and will be included in the handout.

Alan Ramias is a partner of the Performance Design Lab (PDL). He has had 25 years of experience in performance improvement and organization effectiveness. As a member of the team that founded Motorola University, he was the first person to apply Geary Rummler's pioneering concepts in process improvement and management to business units within Motorola. After 10 years at Motorola, he joined The Rummler-Brache Group, led major performance improvement engagements within Fortune 500 companies, and then became managing director of Consulting Services at RBG. Upon leaving RBG, Alan founded his own consulting company, where he continued to practice in the field of performance consulting. He was also involved in several organizational restructuring initiatives in the United States and Asia.

Ray Svenson, CPT, has spent 28 years developing and implementing large-scale performance improvement interventions in large corporations. Ray is the author, with Monica Rinderer, of The Training and Development Strategic Plan Workbook, which won the ISPI award for Outstanding Instructional Publication in 1994. Ray has presented at ISPI Annual Conferences more than 20 times since 1978, and was a Masters Series presenter in 2004. Ray has published numerous articles in Performance Improvement and other journals and is a co-author with Guy Wallace and Karen Kennedy of The Quality Roadmap. Ray's degrees are in electrical engineering. He spent 16 years as a telecommunications systems engineer and engineering manager with Bell Labs and AT&T before starting his consulting practice in 1978.

Organizational Alignment: A Nine-Step Method
for Maximizing Organizational Performance
J. Robert (Bob) Carleton, Senior Vice President - HR and Organizational Performance, T-Systems North America, and DeAnna England, Manager, Organizational Effectiveness and Change Management, T-Systems North America
Symposium 7, Saturday, September 29, 9:00 am

An effective organization is one that produces excellent results by any measure of cost, quality, or productivity while simultaneously building trust internally and enhancing the energy and commitment of the staff to the success of the enterprise. This type of result requires a truly systemic effort and there are very few models available to guide this type of performance program. This session will cover in detail one of the few models available focused upon maximizing the performance of an entire enterprise. More limited programs such as reengineering, culture change, restructuring, ISO certification, customer service initiatives, and post-acquisition integration can all be encompassed in this comprehensive and practical process. We will cover each step with sufficient detail and supporting models and process, from the initial diagnostic to implementation and evaluation, to enable the experienced practitioner to apply the process in his or her own organization, and the less experienced practitioner to knowledgeably oversee or monitor the utilization by more experienced consultants.

Case studies will be utilized to demonstrate both:

• How the process has been utilized to high success in a number of industries.

• How ISO, customer service, cost cutting, reengineering, and post-acquisition integration efforts have been enhanced by incorporating them into this process.

Participants will be able to:

• Explain the purpose and measurable outcomes of each step in the alignment process.

As the chief human resources officer for T-Systems North America (TSNA), Bob Carleton is responsible for all HR functions internally and, as head of the Human Change Management Practice in TSNA, he is responsible for providing effective change management services to outside clients of TSNA. Prior to his arrival at TSNA in June 2006, Bob was co-founder, CEO, and senior partner of Vector Group, Inc. He has consistently delivered measurable results implementing significant organizational change for clients such as British Airways, General Motors, Groupe Schneider, Prudential (UK), Hewlett Packard, and Avaya. His recent book, co-authored by Claude Lineberry, is titled Achieving Post-Merger Success: A Stakeholders Guide to Cultural Due Diligence, Assessment and Integration (Pfeiffer, an imprint of John Wiley, 2004). He authored chapters on Organizational Culture Change and Analysis of Corporate Culture for the Handbook of Human Performance Technology, Volumes 1 and 2, and numerous journal and magazine articles on organizational effectiveness. He is past president and founding director of the International Board of Standards for Training, Performance, and Instruction and is currently serving as chair of the Organizational Design and Alignment Professional Community for ISPI.

DeAnna England is manager of Organizational Effectiveness and Change Management for T-Systems North America. She has over 10 years' experience in organizational effectiveness, change management, and training both domestically and internationally. Current responsibilities include consulting within client organizations, and planning and implementing leadership development programs and leading the internal Organizational Effectiveness team. Previously DeAnna managed ISD for a training center and was responsible for Six Sigma implementation for a large automotive manufacturer.

Performance Improvement Models and Tools to
Develop New Business and Organizations
Mariano Bernardez, CPT, PhD, Performance Improvement Institute at ITSON Director and Research Professor, Roger Kaufman, CPT, PhD, Performance Improvement Institute at ITSON, Distinguished Research Professor, and Jose Angel Valdez, MS, Performance Improvement Institute at ITSON Coordinator, ISPI Mexico President
Symposium 6, Friday, September 28, 1:30 pm

Each year, 650,000 new businesses are created in the United States. New, under-500-people organizations employ 92% of the U.S. workforce and generate most of the innovative, breakthrough products and services that keep the U.S. economy at the forefront of the 21st century globalized economy. Traditional performance improvement models, tools, and techniques developed for "improving" large, aging, and bureaucratic organizations cannot address adequately the challenges of new business (and performance) creation, incubation, and acceleration. The Performance Improvement Institute at the Sonora Institute of Technology (ITSON), offering the first PhD in Social and Organizational Performance Improvement, has combined a world-class faculty with an innovative approach to develop models and tools to address performance-creation challenges. Through the study of multiple cases of real-world incubated companies, participants in this session will explore a new performance improvement paradigm, tools, and models and learn how to apply them to business creation from needs assessment to strategy, organization, and implementation.

Participants will be able to:

• Explore how to apply a new model of performance improvement to develop successful new business and breakthrough organizations.

• Analyze how HPT and other disciplines combine along the different phases of new business development.

• Learn how to combine Roger Kaufman's, Dale Brethower's, Geary Rummler's, and Bob Gilbert's models in a practical, multilevel framework to develop social, organizational, and individual performance.

• Learn how to develop a sound business case measuring Mega, Macro and Micro results.

• Use a new framework to define and select the right organization and technology for the new business.

Mariano Bernardez, CPT, PhD, is an international consultant on or¬ganizational change, business development, and performance improvement. His 25-year career has included working as a man¬agement development expert for the United Nations and Fortune 500 companies and as a strategic business consultant to leading com¬panies in Europe, Latin America, and the United States. He has ex¬tensive experience in new company start-ups in Europe and emerging countries. He is the founder of ISPI inter¬national chapters in Argentina, Mexico, and Spain and a past director on the ISPI Board. He is an active speaker at conferences in Europe and the United States.

Roger Kaufman, CPT, PhD, is professor emeritis, Florida State University, Director of Roger Kaufman & Associates, and Distinguished Research Professor at the Sonora Institute of Technology. He is a past president, member for life, and Thomas Gilbert Award recipient, all with ISPI, and is the recipient of ASTD's Distinguished Contribution to Workplace Learning and Performance award. Kaufman has published 38 books and more than 245 articles.

Jose Angel Valdez, MS, is the director of distance education at the Sonora Institute of Technology (ITSON) and founder and current president of ISPI Mexico. He received an MS in engineering from ITSON and is currently a PhD student participating in the Performance Improvement Institute. Jose Angel has been a presenter at ISPI's Annual Conference over the past three years. He has co-authored articles for International Coaching Journal in the US and several Mexican peer-reviewed publications.

The Systemics of Organizational Performance Improvement
Jack Ring and Timm J. Esque, CPT, Founder and Partner, Ensemble Management Consulting
Symposium 2, Thursday, September 27, 1:30 pm

What is really meant by "taking a systems view" or even "organization"? More important, are there interpretations of these concepts more likely to lead to achieving excellent and sustainable business results? This session is designed to generate ideas about these concepts with your participation. Included will be stories about GE, Honeywell, Intel, and others where interpretations of the systems view and organization made a measurable difference at the organizational level of performance.

Participants will be able to:

• Clarify what we mean by the systems view of an organization.

• Perform concept mapping as a therapy for organizational conflict.

• Review actual cases in which conventional views of organizations and systems impeded organizational performance and how the joy of change emerged.

Jack Ring applies systems principles and systems engineering practices to the evolution of peopled systems such as business enterprises. He mentors both high-tech and high-touch clients regarding strategy, innovation, organization, enthusiasm, business process, and graceful growth. Jack learned management competencies at General Electric and has conducted action research on the principles in more than 50 situations spanning industrial, commercial, aerospace, intelligence, and public sector enterprises. He is a frequent contributor of talks and papers to professional societies and associations.

Timm J. Esque is a founder and partner of Ensemble Management Consulting and currently sits on the ISPI Board. Since 1994, Timm has been helping complex project teams do what they say they are going to do, leading to faster delivery of higher quality products at lower cost. Timm's work with product development teams has been featured in Product Development Best Practices Report and Training magazine. He has been cited in the Wall Street Journal as an expert on high-pressure work environments, and he has presented on his work in over a dozen different countries.

Just-in-Time Performance Support: Getting Results
Lory Lanese, Training Director, Intel Corporation
Symposium 3, Thursday, September 27, 1:30 pm

This session will share how an organization that supports end-user performance on business applications is using just-in-time (JIT) performance support and measuring performance impact and business value. Benchmarking information will be shared. There will be structured dialog around what participants are experiencing in their companies or roles or positions that may be similar or different. We will explore barriers and facilitators to achieving business results through performance improvement. Other potential future environmental factors and implications will be discussed--factors and implications such as the impact of baby boomers leaving the workforce with Gen Y and the next generation growing to be the majority in the workplace.

Participants will be able to:

• Connect Intel IT end-user training case and external benchmarking to their positions and work in human performance.

• Explain methodology for measuring the impact of JIT performance support and potential application in their situations.

• Describe linkage of organizational goals to the human performance intervention and business result.

• Identify barriers and facilitators to performance support and JIT learning.

• Participate in a dialog sharing experience, making connections and deriving implications and potential actions.

Lory Lanese has been in the learning and performance technology field for over 25 years. She has been a manager/director for 18 years, working at Intel the past 19 years. Lory manages a training organization within Information Technology that is responsible for supporting end-user performance using new or improved business applications. In 1998 at the ISPI Conference, she co-presented the session titled "Capturing and Proliferating Expert Knowledge." This session was repeated for the ISPI New Mexico Chapter and won the 1999 Award of Excellence for Outstanding Chapter Program. She presented at the 2001 San Francisco Conference on this same topic titled "Graphs and Charts Aren't Just for Engineers." She also co-presented at the 2003 ISPI Conference on knowledge harvesting, in the session titled "From Snagging the Butterfly to Harvesting the Field." She has a master's and specialist degrees in Instructional Technology. She is an active practitioner who believes in determining the impact of performance improvements.

Sustaining Results: 10 Steps for Sustaining Results
Judith A. Hale, CPT, PhD, Principal, Hale Associates
Symposium 8, Saturday, September 29, 9:00 am

Have you seen organizations abandon initiatives after the launch? Do sponsors stay engaged after a program is initially launched? Organizations spend millions of dollars on training programs and other initiatives only to see the promised results dissipate before the year is done. This session discusses 10 steps that increase the odds that programs are not abandoned and the investment in them is realized. You will practice the 10 steps using case studies based on real situations.

Participants will be able to:

• Retain sponsorship and accountability for programs.

• Sustain management's attention.

• Address the feasibility that a program has sustaining power and what to do if it does not.

• Develop a strategy to track and reward adoption.

• Track leading and lagging indicators.

• Shift ownership to line organization.

Judith Hale has been a consultant to management for over 25 years. She is known for being practical and helping clients achieve results. She is the author of 10 books on performance improvement including the Performance Consultant's Fieldbook, Performance-Based Evaluation, and Performance-Based Management.

Performance-Based Cultural Alignment, Collaboration,
and Leadership Development
Donald Tosti, CPT, PhD, Principal, Vanguard Consulting Inc.
Symposium 5, Friday, September 28, 1:30 am

Human performance technology deals effectively with all the issues that organizational development does and it does it with a focus on organizational results. HPT is the only discipline that deals with the people, the process, and the leadership required to achieve significant results in a whole systems way. It is the emphasis on results and the methodology to both improve and innovate that is the strength of HPT. HPT can be an effective way to improve the cultural, business, and leadership practices of an organization. By focusing on success factors, we can establish models that can both supersede and accommodate national and cultural conditions. Participants will hear examples of such efforts at British Airways, General Motors, SITA, Nissan, and other international organizations.

Participants will be able to:

• Understand the Organizational Alignment Model that underpins all performance system improvement applications internal and external to the organizational environment.

• Learn how to do performance-based analysis and audits of cultural and leadership practices to determine the extent to which they are critical to results.

• Learn means of testing stated organizational values as to their impact on mission accomplishment and cultural acceptance.

• Contrast performance-based leadership with other forms of leadership development.

• Examine a way to break down internal silos and foster greater collaboration.

Donald T. Tosti, CPT, PhD, is the managing partner of Vanguard Consulting, which specializes in the alignment of organizational processes and people with the stated strategy of the organization. He is an expert in organizational systems, and his pioneering work on contingency management began in the 1960s. As the principle investigator for the multimedia leadership/management course conducted at the U.S. Naval Academy, Don adapted the methods of performance analysis to the study of leadership and management behavior. His subsequent work on modifying behavioral norms and leadership has demonstrated the power of HPT in organizations such as British Airways and General Motors. Don is a past president of ISPI, and a recipient of ISPI's awards for Member of the Year, Gilbert Award for Outstanding Contributions to the Field, and ISPI's highest award, Member for Life.

Creating Collaborative and Motivated Cross-Cultural
Teams in a FLAT World
Samson David, Vice President and Head of Delivery Operations for APAC & Canada business units, Infosys Technologies Limited, and Suparna Shankar, Senior Manager Asia Pacific Operations (APAC), Infosys Technologies Limited
Symposium 9, Saturday, September 29, 9:00 am

The global market is opening a world of opportunities, removing the traditional boundaries and giving access to a cross-cultural talent pool across the world. Yet to be successful in international business, it is imperative to embrace multiculturalism. This workshop focuses on creating collaborative cross-cultural teams. It shows ways to foster an environment for people from different cultures to work in a harmonious manner. It addresses the distinctive requirements to understand the intricate relationships and manage conflicts effectively. It will help to promote understanding and enhance communication in cross-cultural teams leading to improved productivity. Participants gain strategies for overcoming difficulties in the multicultural workspace.

Taught by experienced business practitioners, this workshop includes experiential knowledge combined with best practices sharing, guidelines, techniques, and case studies. This will be a highly interactive session.

Participants will be able to:

• Eliminate communication errors and reduce conflicts across team members.

• Use effective ways to initiate cross-border projects, apply cross-cultural remote team modus operandi, and use best practices.

• Bind differing talents and take advantage of the presence of different cultures.

• Bridge the gap that can exist due to misaligned expectations and improve team performance.

Samson David is the Vice President and Head of Delivery Operations for APAC & Canada business units at Infosys. The business unit that he handles is approximately 4,000 people and growing at more than 35% annually. In addition to being responsible for revenues, margins, growth, and customer satisfaction, Samson's key responsibilities include building a high-performing and highly motivated culturally diversified organization. Today his team is spread across Australia, Singapore, Malaysia, India, Prague, Germany, United States, and Canada and consists of people from 18 nationalities. Samson has a degree in mechanical engineering.

Suparna Shankar is Senior Manager at Infosys. She is in charge of competency building as Competency Anchor and Diversity Champion and runs APAC Academy within Infosys. Suparna is responsible for developing eight track competencies for approximately 2,500 employees. She is an expert speaker and trainer, with expertise in developing cross-cultural teams, and in facilitating effective ventures across cultures. Suparna had a key post-merger role in the program management office when Infosys bought Expert Systems, an Australia company. She has facilitated cultural differences and collaboration workshops to pinpoint the issues related to cultural integration and methods to rectify. Suparna has a degree in electronics engineering.

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An ISPI Clinic is a brief instructional session on a specific topic in which a performance improvement expert provides practical information, instruction, and advice for improving techniques and solving problems. Every clinic has a coached application component.

Tracking Adoption: Seven Techniques
for Keeping Initiatives on Track
Judith A. Hale, CPT, PhD, Principal, Hale Associates
Clinic E, Friday, September 28, 10:45 am

Have you ever been discouraged because clients want results, but they are unwilling to do what it takes to get meaningful answers? This session will help. It is about protocols and techniques for engaging clients and getting their commitment to measure how quickly and how pervasively new concepts and procedures are being applied and new behaviors are adopted after an initiative. Monitoring if, how well, and how fast people change and the effects has traditionally been difficult; however, this session will discuss proven techniques for getting it done. The techniques are not new, but the tips for making them workable are refreshing and effective.

Participants will be able to:

• Identify leading indicators--evidence of adoption and change.
• Contract with sponsors for time and participation in measuring progress.
• Use self-report and validation surveys that produce meaningful data.
• Make participation easy for others.
• Use peer and political pressure effectively.

Getting Kirkpatrick's Four Levels to Work in Real-Life Organizations
Richard B. Pearlstein, PhD, Director of Organizational Effectiveness, The Center for Systems Management
Clinic A, Thursday, September 27, 10:45 am

Organizations know that they should evaluate at Kirkpatrick Levels 1-4, but many get stuck at Level 1. Most are lucky to get to Level 2, very few evaluate at Level 3, and even fewer attempt to evaluate at Level 4. Those that do evaluate at Levels 1 and 2 often do it poorly. What gives? Why do organizations spend billions on training without evidence of value added to organizational outcomes? Rich will offer some explanations and--using brief, interactive exercises--lead participants through simple guidelines to help organizations conduct more complete, outcome-oriented evaluation of training and other HPT interventions.

Participants will be able to:

• Use a simple template to write Kirkpatrick Level 1 evaluation instruments that measure participants' direct experience in useful ways.
• Distinguish between performance testing and knowledge testing.
• Use simple guidelines to develop or evaluate performance tests (Kirkpatrick Level 2)
• Describe at least one practical way to measure impact in the workplace (Kirkpatrick Level 3).
• Revise a sample memo that will make a strong argument to senior management for supporting Kirkpatrick Level 4 evaluation in their organizations.

This Is Not What I Expected When I Became a Project Manager
Ted A. Leemann, President & CEO, The Center for Systems Management
Clinic D, Friday, September 28, 10:45 am

Corporations have increasingly adopted project management practices to improve performance. In spite of this, many projects continue to suffer from missed schedules, budget overruns, and poor performance. Why does project management continue to frustrate organizations?

This clinic offers simple yet profound techniques to improve project management performance. Participants will explore best practices from the "less is more" school of management--techniques to implement balanced project management. These methods simplify requirements using a "systems of systems" approach. The presenter will lead participants through guidelines to help organizations implement project management practices appropriately, simplifying complex processes to achieve greater agility.

Participants will be able to:

• Use a "systems of systems" approach to evaluate the most effective methods for using project management.
• Implement a simple three-step dashboard to measure project progress.
• Describe a project management method that has adversely impacted an organization and select a balanced counter-measure.

Understanding Causal Relationships and Their Impact
on Achieving Peak Performance
Kellee M. Franklin, PhD, Core Faculty, Organization Systems Renewal Graduate Program, Seattle University and Independent Consultant, OE Consulting
Clinic F, Friday, September 28, 10:45 am

Ever wonder why certain aspects of your business are not performing as well as expected? Oftentimes, interdependent relationships are overlooked when examining organizational performance and identifying potential deficiencies. Understanding how these relationships work and their impact on achieving peak performance is necessary in breaking through performance barriers. This presentation is intended to provide you with real-world examples that will help you to recognize causal relationships in organizations and reveal their consequences. By approaching organizational diagnosis and improvement systemically, you will be able to enhance organizational performance and achieve positive business results.

Participants will be able to:

• Recognize causal relationships in organizations.
• Understand how these interdependent relationships impact organizational performance.
• Map steps that will help an organization move past performance barriers toward positive business results.
• Articulate the significance of a systemic approach to organizational diagnosis and positive performance improvement.

Tracing the Dollar: Achieving Granularity in Performance Measurement for Large Organizations
R. Srinivasan, Associate Vice President and Divisional Manager, Asia Pacific Unit, Infosys Technologies, and Rajat Bhatla, Senior Project Manager, APAC, Infosys Technologies
Clinic C, Thursday, September 27, 10:45 am

Rapid growth in organizations is coupled with a relative loss of control over influencing direction and measuring performance at granular levels. In a deepening and widening structure, the difficulty stems from the complexity in designing measurable key performance indicators at the grass-roots level and with tracing them back to the aggregate external KPIs for the stakeholders. The ideal state of an organization would be where the corporate management has a high visibility across the board of all resource groupings and an association of their performance with the KPIs that matter to the stakeholders--clients, shareholders, and employees. What we will present is how, despite our size of over 70,000 people today across over 50 locations and growing at a very fast pace, Infosys has successfully achieved this state by a focus on predictability, innovative application of technology, and a consistent performance ethic across the organization

Participants will be able to:

• Describe how a granular performance measurement approach is possible in large and distributed organizations.
• Understand how an effective measurement approach can subconsciously build performance discipline and "what-is-my-value-add" culture to the workforce.
• Recognize how technology can reinforce consistency of work ethic and performance orientation among divisions and subunits of an organization.

Sharpening Your Analysis Skills:
Performance Analysis for Business Results
Roger Chevalier, CPT, PhD, Principal, Improving Workplace Performance
Clinic B, Thursday, September 27, 10:45 am

Although we have many macro-level models for human performance technology, the question that remains is, "How do we identify performance gaps and causes that lead to improving business results?" This session will provide a performance consulting guide, a structure for asking questions, and a performance analysis worksheet (integrating gap analysis, cause analysis, and force-field analysis) to assist consultants in interacting one-on-one with their clients. An interactive case study will reinforce what has been learned.

Participants will be able to:

• Systematically interact with their clients using a performance consulting job aid.
• Develop questions to assess and diagnose the needs of their clients.
• Identify performance gaps and causes using a performance aid that employs gap analysis, cause analysis, and force-field analysis.

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