Human Performance
Improvement: The Road
to Successful
Implementation
Lisa L Gabel, CPT
March 5, 2006
Overview
• Human Performance Technology in the US Navy
• Challenges of Implementation
• Internal Consulting
2
HPC Mission
“The mission of the Human Performance Center is to
optimize Naval warfighting performance by applying the
Human Performance Systems Model and the Science of
Learning to all facets of Naval operations.”
Human Performance Systems Model
I. Define Requirements
Establish
Performance
Standards &
Requirements
II. Define Solutions
Design Human
Performance
Solutions
Apply Science of
Learning & Human
Performance
Generate
solution
options and
metrics
Conduct
effectiveness
& cost
analysis
Translate job
requirements into
competencies
Implement & Test
Intervention;
Evaluate
“Product of Plan”
IV. Execute & Measure
3
Develop,
Build, &
Integrate Tools
III. Develop Components
(K, S, A, O, T)
Performance
Consultants
Make
recommendations
The HPC Evolution
The HPC … A corporate Navy organization
supporting the Sailor (NETC/CNP), the Fleet
and the Acquisition community
Great Lakes
• NSTC
Monterey
• NPS
Port Hueneme
• CSFE
Groton
• SLC/CSL
Newport
• NWC
• SWOS
Pax River
• NAVAIR
Bethesda
• NMETC
Millington
• NPC
Washington
• NAVSEA
• CNI
Athens
• CSS
San Diego
• ATGPAC
• CNAF
• CNSF
• SPAWAR
• FASWC
• CSEAL/SWCC
Corpus Christi
• CNATRA
Dahlgren
• CSCS
Panama City
• CEOD/DIVE
Pensacola
• CNATT
• CID
Honolulu
• CPF
4
Orlando
• HPC N7
Norfolk
• HPC HQ
• FFC
• OPTEVFOR
• NNWC
• CNE
• CENNAVINTEL
• CPD
• CENATNSF
• CNL
• ATGLANT
• MARFPCOM
• NAVSAFCEN
• FY02 (TFE HP Cell)
– 1 site
– 10-20 contractors
• FY03 (Provisional HPC)
– “Year of the Sailor”
– 16 Det sites
– 75-85 temporary personnel
– NPDC & NSTC
• FY04 (HPC)
– “Year of the Fleet”
– 23 Det sites
– 125 permanent personnel
– HPC N7 Support Function
– ASTD training
• FY05 (HPC)
– “Year of Implementation”
– Continued expansion
– 171+ personnel
– CNO: HPI alignment
• FY06 (Corporate HPC)
– “Year of Sustainment”
– Corporate Navy Presence
– 8:1 ROI
ASTD HPI Model
C
h
a
n
g
e
M
a
n
a
g
e
m
e
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t
5
Business
Analysis
Performance
Analysis
•Determine
business
goals
Desired
•Knowledge
performance
•Motives
state
•Physical resources
•Structure/Process
•Information
•Wellness
GAP
•Articulate
relationship
to human
performance
Evaluation
of Results
Actual
performance
state
Cause
Analysis
Intervention
Selection
•Type of root cause
•Match interventions
•Recommendations
Intervention
Implementation
•Manage the project
•Formative evaluation
•Help the organization adapt to the
changes
•Summative evaluation
•Gather formative evaluation data
Overview of Performance Process
6ASTD©
Analysis
Analysis Happens This Way
Determine Influences
Influence Analysis
Analyze Tasks & Processes
Key Performer Analysis
Determine
Outcomes
Performance
Analysis
Business
Analysis
Cause Hypothesis Creation
Key Process Analysis
Outcome Definition
Workplace/Structural
Task Definition
Performer Selection
Learning and Development
Structured Observation
Organizational
Outcome Mapping
Impact Assessment
Talent Acquisition
Information Mapping
Performer Interviews
Managerial and Structural
Decision Process Tracing
Information Source
Analysis
Manager Interviews
Personal Motivation
Performance Gap
Technology Analysis Guide
Technology to Work Process
Mapping
Technology Effectiveness
Technology Usability
Influence Mapping
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Articulate
Goals
ASTD©
Project Start-up
Project Commitment
Organizational
Performance
Strategy
Principle 1: HPI Uses a Results-Based
Approach
Mission Analysis
Determine Customer
Goals
Identify Performer Groups
Assess the Cost of the
Problem
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Principle 2: Begin by Focusing on
Accomplishments Instead of Behavior
Performance Analysis
Determine Desired
Performance
Calculate
Performance
Gap
Determine Actual
Performance
9
Principle 3: Organizations are Systems
Root Cause Analysis
Select Analytical Model
Gather Data to Test
Cause Hypothesis
Analyze Data to Determine
Cause Hypothesis
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HPI Solutions
Industry
HPC
Sources of Performance Deficiency
(ProofPoint 2004)
Expectations
& Feedback
Tools & Resources
FY04 Pilot Analyses
35%
3%
87%
Incentives
Skills & Knowledge
10%
Manpower
Training
Non-Training
30%
12%
10%
13%
Personal Initiative
Every year, large
companies spend
$300-900M each
hoping to “fix” just
12% of their problems!
Which misses the primary
root causes:
• Clear job definition (35%)
• Tools and Resources (30%)
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Initial results indicate that of 165
potential interventions, only 21
were actual training solutions
Non-training interventions
address:
• Manpower
• Systems
• Processes
Problem Characteristics
A client:
 Must own a measurable business goal that is not
being achieved (there is “pain” or an opportunity).
 Identifies an accomplishment not being achieved
by a performer linked to the business goal.
 Must describe the impact of the problem on the
organization.
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Describing the Real Problem
The client’s request becomes a performance discussion that
clarifies the problem:
Who – What – When – Where - Worth
 From: “I need training on sales.”
 To:
“Sales reps in the central region are
$410,000 below Product Y 1st Quarter goals
impacting fiscal year sales revenue.”
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Intervention Defined:
An intervention is:
“A set of structured activities in which selected organizational
units (target groups or individuals) engage in a task or
sequence of tasks where the task goals are related directly or
indirectly to organizational improvement.”
Organizational Development, French & Bell, 1990.
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Why Projects Fail?
• Failure to plan adequately for the development effort
(Villchica, Stone, & Endicott, 2005)
• Considering implementation as an afterthought
(Villchica et al., 2005)
• Internal conflict between project management and line
organization (Stuckenbruck, 1981)
• Inadequate authority granted project manager
(Stuckenbruck, 1981)
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“Begin with the end in mind…”
• Project alignment: Making sure a project begins with a
shared vision of success
• Ensuring buy-in
• Specifying factors that will ensure success and
corresponding measures
• Project delivery aligned with goals, expectations and
strategic objectives
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Connecting with Clients
Project Alignment
• How does the client see the
gap being closed?
• What kind of interventions
have been implemented in the
past?
• What was successful? What
wasn’t?
• Does the project manager
have adequate authority?
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Alignment
• Project charter
• Project procedures guide
- Roles & responsibilities
- Method to determine
priorities
- Method to resolve conflict
- Type & frequency f project
management feedback
- Formal & informal reporting
& review procedures
Implementation Barriers for the Navy
The Sponsor typically…
- Identifies a symptom of the problem vs. the underlying issue
- Provides a desired solution
- Believes that training is the solution
• Successful projects require stakeholder ownership, involvement
& collaboration.
• Field observation is key
• Performance requirements are poorly articulated or do not exist
• Cost of current performance deficiencies not readily available or
not known
• Critical data are lacking to support analysis. Must engage in time
consuming data mining
• Potential solutions cross many organization boundaries
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Top 10 Survival Guidelines
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• Get the Inside Track
• Get Around
• Do Your Homework
• Be Proactive
• Will the Real Sponsor
Please Stand Up?
• Avoid Too Much Too Soon
• Stand Your Ground
• Test the Water
• Provide Examples
• Practice What You Preach
Shifting the Performance Curve
from here
to here
Performers
Performance goes…
The outcome
is…
Level of Proficiency
Improving Performance !
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Questions?
Lisa.Gabel@navy.mil
407.380.4950
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