Modeling Mastery Performance and Systematically Deriving the Enablers - ISPI Spring Conf April 2006 - Guy W Wallace, CPT. Instructional and Performance Improvement analysis of the PACT Processes and EPPI

1. Modeling Mastery Performance and Systematically Deriving the Enablers Concurrent Session ISPI 2006 Spring Conference Dallas Guy W. Wallace, CPT

5. Enterprise Processes Types © 2002 EPPIC, Inc. 1 - Leadership Processes lead the system/process-set 2 - Core Processes are the reason for being for the organization 3 - Support Processes exist to enable L C S Leadership Core Support measures Downstream Value-Stream Processes Upstream Value Stream Processes Outputs Inputs

6. Every Enterprise System and Process has Stakeholder Requirements to Meet measures Government Shareholders/Owners Board of Directors Executives Management Customers Employees Suppliers Community ©2002 EPPIC, Inc. measures One view of a… Stakeholder Hierarchy Downstream Value Stream Processes In-Process Measures Output Measures Outputs Inputs L C S

7. Map and/or Model the Critical Processes Downstream Processes EPPI - Tier 2 View Upstream Processes Process Map View Performance Model View Area of Performance: Key Outputs Key Tasks Roles/Responsibilities 1 2 3 4 5 Typical Perf . Gaps Prob. Gap Cause dE dK dI Role: < = Role 1 Role 2 Role 3 Role 4 Role 5 Process Map View Performance Model View Area of Performance: Key Outputs Key Tasks Roles/Responsibilities 1 2 3 4 5 Typical Perf . Gaps Prob. Gap Cause dE dK dI Role: Area of Performance: Key Outputs Key Tasks Roles/Responsibilities 1 2 3 4 5 Typical Perf . Gaps Prob. Gap Cause dE dK dI Role: < = Role 1 Role 2 Role 3 Role 4 Role 5 Role 1 Role 2 Role 3 Role 4 Role 5 Outputs Inputs Outputs Inputs

8. 2 Types of Process Enablers Human and Environmental Knowledge/Skills Attributes/Values L C S (Psychological, Physical, Intellectual) © 2002 EPPIC , Inc. EPPI - Tier 3 View Human Asset Enablers Environmental Asset Enablers Data & Information Facilities Machinery, Equipment, & Tools Materials & Supplies Consequences $$$ L C S L C S Process Map View Performance Model View Area of Performance: Key Outputs Key Tasks Roles/Responsibilities 1 2 3 4 5 Typical Perf . Gaps Prob. Gap Cause dE dK dI Role: < = Role 1 Role 2 Role 3 Role 4 Role 5 Process Map View Performance Model View Area of Performance: Key Outputs Key Tasks Roles/Responsibilities 1 2 3 4 5 Typical Perf . Gaps Prob. Gap Cause dE dK dI Role: Area of Performance: Key Outputs Key Tasks Roles/Responsibilities 1 2 3 4 5 Typical Perf . Gaps Prob. Gap Cause dE dK dI Role: < = Role 1 Role 2 Role 3 Role 4 Role 5 Role 1 Role 2 Role 3 Role 4 Role 5

15. Do one of the following… Example _____________ Example _____________ Example _____________ Postal Delivery Person Gas Station Attendant Grocery Store Bagger

16. Another Example TMC Stores Store Manager PERFORMANCE MODEL Areas of Performance ©2002 EPPIC, Inc. Payroll, Banking, and Financial Management G. Staff Recruiting, Selection, and Training A. Work Scheduling B. Progressive Discipline C. Store Operations D. Customer Service E. Inventory Management F.

17. Exercise… Segmenting the AoPs Work in teams of two as assigned to construct an AoP framework for a “past” Summer Job for each person. Switch roles (Analyst-Performer) 3 Readouts 2 General debrief (10 minutes) 1.5 # Step Minutes Start Stop 1 2 3 4 5 Select past Summer Job to use .5 Select other person’s Summer Job and identify the AoPs 3 Start time: Stop time:

18. Exercise… Segmenting the AoPs Self-test Questions: Does everything about this performance fit within one of these AoP “buckets”? Are there no overlaps? Will others accept this configuration? Summer Job:

19. Exercise Debriefing… Segmenting the AoPs

22. EPPI Analysis Method #2 Performance Model Chart The Performance Model establishes “mastery performance” as the benchmark criterion Key Tasks Describes the key activities needed to produce the outputs Roles/Responsibilities Clarifies who is typically responsible for performing the tasks Deficiency dE=Environment dK=Knowledge/skill dI=Individual attribute/value Key Outputs and Metrics or Measures Describes what is produced from doing the job tasks and identifies key performance measures of each output Typical Performance Gaps Identifies any typical ways the output or task does not meet performance standards Probable Gap Cause(s) Identifies most likely causes for each typical performance issue/ deficiency The Most Convenient Stores Store Management Performance Model ©2002 EPPIC, Inc. A. Staff Recruiting, Selection, and Training 1 = District Manager 2 = Store Manager 3 = Assistant Manager 4 = Clerk • New staff hired - Timely - Qualified • Identify need for additional staff and complete internal paperwork • Create and place local ads • Select candidates for interviewing • Interview and select candidates for offer • Make hiring offer(s) • Complete paperwork to fill the position        • Too few candidates • Poor choice • Poor recruiting • Local economy • Neglect to check references • References do not provide key information dK dE dK dE Key Tasks Describes the key activities needed to produce the outputs Roles/Responsibilities Clarifies who is typically responsible for performing the tasks Deficiency dE=Environment dK=Knowledge/skill dI=Individual attribute/value Key Outputs and Metrics or Measures Describes what is produced from doing the job tasks and identifies key performance measures of each output Typical Performance Gaps Identifies any typical ways the output or task does not meet performance standards Probable Gap Cause(s) Identifies most likely causes for each typical performance issue/ deficiency The Most Convenient Stores Store Management Performance Model ©2002 EPPIC, Inc. A. Staff Recruiting, Selection, and Training 1 = District Manager 2 = Store Manager 3 = Assistant Manager 4 = Clerk • New staff hired - Timely - Qualified • Identify need for additional staff and complete internal paperwork • Create and place local ads • Select candidates for interviewing • Interview and select candidates for offer • Make hiring offer(s) • Complete paperwork to fill the position        • Too few candidates • Poor choice • Poor recruiting • Local economy • Neglect to check references • References do not provide key information dK dE dK dE Example Area of Performance: • Key Outputs - Measures Key Tasks Probable Gap Cause(s) dE dK dI Roles/Responsibilities 1 2 3 4 dE = deficiency - Environment dK = deficiency - Knowledge/skill dI = deficiency - Individual attribute/ value Role: 1 = 2 = 3 = 4 = Typical Performance Gaps Form Design ©2002 EPPIC, Inc. 4/99 Page 1 Area of Performance: • Key Outputs - Measures Key Tasks Probable Gap Cause(s) dE dK dI Roles/Responsibilities 1 2 3 4 dE = deficiency - Environment dK = deficiency - Knowledge/skill dI = deficiency - Individual attribute/ value Role: 1 = 2 = 3 = 4 = Typical Performance Gaps Form 4/99 Page 1

26. Targeting the Gap Analysis Quarterly and End of Phase Project Reporting Area of Performance: Performance Model Typical Performance Gaps Key Tasks • Key Outputs - Measures dE dE dE dK dE Probable Gap Cause(s) dE dK dI dE = deficiency - Environment dK = deficiency - Knowledge/skill dI = deficiency - Individual attribute/value Codes: dE = deficiency - Environment dK = deficiency - Knowledge/skill dI = deficiency - Individual attribute/value Codes:  2002 EPPIC, Inc. REPRODUCTION WITHOUT WRITTEN AUTHORIZATION IS STRICTLY PROHIBITED • ABC Report - Done quarterly - Complete • ABC Report - Done quarterly - Complete • XYZ Report - Timely - Complete - Accurate • XYZ Report - Timely - Complete - Accurate 1. Draft report 2. Conduct review 3. Finalize report 1. Draft report 2. Conduct review 3. Finalize report 1. Generate XYZ data 2. Review and forward 1. Generate XYZ data 2. Review and forward • Late • Incomplete • Incomplete • Inaccurate data • Too busy • Too busy • Required data is unavailable • Required data is unavailable • Input is late • Input is late were wrong • Numbers supplied • Don’t know which components are required •

27. Example… Performance Model AoPs AAA Cabin Attendant - Areas of Performance Boarding Passengers Pre-flight Preparations In-flight Services Special Services Continuous Development Post-flight Clean Up “ De-Boarding” Passengers Emergency Responses A B C D E F G H

29. Exercise… Performance Modeling Work in same teams of two to construct a Performance Model chart for the other person’s Summer Job AoP framework created earlier. Repeat #2 for second person 7 Readouts 4 General debrief (10 minutes) 2.75 # Step Minutes Start Stop 1 2 3 4 5 Select an AoP of partner’s job .25 Ask questions and complete PM chart on 8.5x11 paper 7 Start time: Stop time:

31. Exercise Debriefing… Performance Modeling

33. 2 Types of Process Enablers Human and Environmental Knowledge/Skills Attributes/Values L C S (Psychological, Physical, Intellectual) © 2002 EPPIC , Inc. EPPI - Tier 3 View Human Asset Enablers Environmental Asset Enablers Data & Information Facilities Machinery, Equipment, & Tools Materials & Supplies Consequences $$$ L C S L C S Process Map View Performance Model View Area of Performance: Key Outputs Key Tasks Roles/Responsibilities 1 2 3 4 5 Typical Perf . Gaps Prob. Gap Cause dE dK dI Role: < = Role 1 Role 2 Role 3 Role 4 Role 5 Process Map View Performance Model View Area of Performance: Key Outputs Key Tasks Roles/Responsibilities 1 2 3 4 5 Typical Perf . Gaps Prob. Gap Cause dE dK dI Role: Area of Performance: Key Outputs Key Tasks Roles/Responsibilities 1 2 3 4 5 Typical Perf . Gaps Prob. Gap Cause dE dK dI Role: < = Role 1 Role 2 Role 3 Role 4 Role 5 Role 1 Role 2 Role 3 Role 4 Role 5

35. Human Asset Requirements Knowledge/Skill Categories* Knowledge/Skill Matrices Category: Records/Reports Category: Tools/Equipment Category: XYZ Category: ABC * Plus the knowledge/skill of performance outputs and tasks and roles/responsibilities from the Performance Model 1. Company Policies/Procedures/ Practices/Guidelines 2. Laws, Regulations, Codes, Agreements, and Contracts 3. Industry Standards 4. Internal Organizations and Resources 5. External Organizations and Resources 6. Marketplace Knowledge 7. Product/Service Knowledge 8. Process Knowledge 9. Records, Reports, Documents, and Forms 10. Materials and Supplies 11. Tools/Equipment/Machinery 12. Computer Systems/Software/Hardware 13. Personal/Interpersonal 14. Management/Supervisory 15. Business Knowledge and Skills 16. Professional/Technical 17. Functional Specific ©2002 EPPIC, Inc.

36. Human Asset Requirements Attribute/Value Categories Attribute/Value Matrices Category: Psychological Category: Physical Category: XYZ Category: ABC 18. Psychological Attributes 19. Physical Attributes 20. Intellectual Attributes 21. Values ©2002 EPPIC, Inc.

37. Human Asset Enablers – Knowledge/Skill Matrix AoP AoP Link Link Identifies the segment of the job where the knowledge or skill enables performance K/S Item K/S Item Identifies the discrete knowledge or skill item Depth Depth The level to which any training & development needs to go Volatility Volatility Ranks how often and significantly the knowledge or skill will change Difficulty Difficulty Ranks how difficult the item is to learn Criticality Criticality Ranks the relationship between having the knowledge or skill and performance mastery Select/Train Select/Train Denotes whether the item is a selection criteria/ condition or needs to be covered in training & development AoP AoP Link Link Identifies the segment of the job where the knowledge or skill enables performance K/S Item K/S Item Identifies the discrete knowledge or skill item Depth Depth The level to which any training & development needs to go Volatility Volatility Ranks how often and significantly the knowledge or skill will change Difficulty Difficulty Ranks how difficult the item is to learn Criticality Criticality Ranks the relationship between having the knowledge or skill and performance mastery Select/Train Select/Train Denotes whether the item is a selection criteria/ condition or needs to be covered in training & development Volatility H/M/L Difficulty H/M/L Criticality H/M/L Select/ Train S/T Link to Area of Performance K/S Item Knowledge/Skill Category: Volatility H/M/L Difficulty H/M/L Criticality H/M/L Select/ Train S/T Link to Area of Performance K/S Item Knowledge/Skill Category: <Company/Client Name> <Audience> Knowledge/Skill Matrix A = B = C = D = E = F = G = Criticality/Difficulty/Volatility H = High M = Medium L = Low Depth of Coverage A = Awareness K = Knowledge S = Skill Codes: Link to Area of Performance E D C B A Depth A/K/S Volatility H/M/L Difficulty H/M/L Criticality H/M/L Select/ Train S/T Link to Area of Performance K/S Item Knowledge/Skill Category: G F E D C B A Depth A/K/S Volatility H/M/L Difficulty H/M/L Criticality H/M/L Select/ Train S/T Link to Area of Performance K/S Item Knowledge/Skill Category: G F E D C B A Depth A/K/S Volatility H/M/L Difficulty H/M/L Criticality H/M/L Select/ Train S/T Link to Area of Performance K/S Item Knowledge/Skill Category: <Company/Client Name> <Audience> Knowledge/Skill Matrix A = B = C = D = E = F = G = Criticality/Difficulty/Volatility H = High M = Medium L = Low Depth of Coverage A = Awareness K = Knowledge S = Skill Codes: Link to Area of Performance Form Design ©2002 EPPIC, Inc. G F E D C B A Depth A/K/S G F E D C B A Depth A/K/S G F E D C B A Depth A/K/S G F

39. Existing Systems Assessment - ESA EAM Systems & Processes Data & Information Systems Materials & Supplies Systems Tools & Equipment Systems Facilities & Grounds Systems Financial Systems Culture & Consequence Systems HAM Systems & Processes Organization & Job Redesign Systems Staffing & Succession Planning Systems Recruiting & Selection Systems Training & Development Systems Performance Appraisal & Management Systems Compensation & Benefits Systems Reward & Recognition Systems ISD EXAMPLE Primary Delivery Method Primary Delivery Method Primary methods/media used in the training Special Requirements for Special Requirements for Delivery Delivery Identifies anything about the training that limits its capacity, delivery, location, etc. Provider Provider Resource responsible for delivery (may be internal or external) Related Process( Related Process( es es ), Areas of ), Areas of Performance, or Tasks Performance, or Tasks Identify job performances addressed by the training (see the Performance Model) Course Owner/Contact Course Owner/Contact Internal resource for registration and/or information Enabling Knowledge/Skill Items Enabling Knowledge/Skill Items Identifies supporting knowledge/skill items addressed by the training (see the Knowledge/Skill Matrix) Use as Source Use as Source Indicates initial decision regarding use of this training in the Development/ Acquisition Phase Current Target Audience Current Target Audience Primary audience groups to which the training is delivered Primary Delivery Method Primary Delivery Method Primary methods/media used in the training Special Requirements for Special Requirements for Delivery Delivery Identifies anything about the training that limits its capacity, delivery, location, etc. Provider Provider Resource responsible for delivery (may be internal or external) Related Process( Related Process( es es ), Areas of ), Areas of Performance, or Tasks Performance, or Tasks Identify job performances addressed by the training (see the Performance Model) Course Owner/Contact Course Owner/Contact Internal resource for registration and/or information Enabling Knowledge/Skill Items Enabling Knowledge/Skill Items Identifies supporting knowledge/skill items addressed by the training (see the Knowledge/Skill Matrix) Use as Source Use as Source Indicates initial decision regarding use of this training in the Development/ Acquisition Phase ©2002 EPPIC, Inc. TMC Stores Number: Title: Provider: Course Description Primary Delivery Method: GP – Group - paced  Classroom  Lab 1 - 1 – One - on - one  S - OJT (training)  U - OJT SP – Self - paced  Readings/Exercises  Web Site Pages  CBT  Videotape Other Special Requirements for Delivery  Equipment  Facility  Instructor  License Requirement  Other  Yes  No Course Fit Assessment Related Process( es ), Area(s) of Performance, or Tasks  Include as Is  Use as Source:  Materials Attached (e.g., course description)  Do not use  Continued on Side Two Notes: Enabling Knowledge/Skill Items: Class Size:  > 20  10 – 20  < 10  Other Depth/Level:  Awareness  Knowledge  Skill (EDP No.______) Current Target Audience:  All engineers   Other  Other Course Owner/Contact: Copyright Owner: Licensing Agreement: Phone: Length:  Hrs.  Pgs Schedule/Frequency: Assessment REPRODUCTION WITHOUT WRITTEN AUTHORIZATION IS STRICTLY PROHIBITE D v.1 4/99 Page 1 TMC Stores Number: Title: Provider: Course Description Primary Delivery Method: GP – Group - paced  Classroom  Lab 1 - 1 – One - on - one  S - OJT (training)  U - OJT SP – Self - paced  Readings/Exercises  Web Site Pages  CBT  Videotape Other Special Requirements for Delivery  Equipment  Facility  Instructor  License Requirement  Other  Yes  No Course Fit Assessment Related Process( es ), Area(s) of Performance, or Tasks  Include as Is  Use as Source:  Materials Attached (e.g., course description)  Do not use  Continued on Side Two Notes: Enabling Knowledge/Skill Items: Class Size:  > 20  10 – 20  < 10  Other Depth/Level:  Awareness  Knowledge  Skill (EDP No.______) Current Target Audience:  All engineers   Other  Other Course Owner/Contact: Copyright Owner: Licensing Agreement: Phone: Length:  Hrs.  Pgs Schedule/Frequency: Existing Materials REPRODUCTION WITHOUT WRITTEN AUTHORIZATION IS STRICTLY PROHIBITE D v.1 4/99 Page 1 TMC Stores Number: Title: Provider: Course Description Primary Delivery Method: GP – Group - paced  Classroom  Lab 1 - 1 – One - on - one  S - OJT (training)  U - OJT SP – Self - paced  Readings/Exercises  Web Site Pages  CBT  Videotape Other Special Requirements for Delivery  Equipment  Facility  Instructor  License Requirement  Other  Yes  No Course Fit Assessment Related Process( es ), Area(s) of Performance, or Tasks  Include as Is  Use as Source:  Materials Attached (e.g., course description)  Do not use  Continued on Side Two Notes: Enabling Knowledge/Skill Items: Class Size:  > 20  10 – 20  < 10  Other Depth/Level:  Awareness  Knowledge  Skill (EDP No.______) Current Target Audience:  All engineers   Other  Other Course Owner/Contact: Copyright Owner: Licensing Agreement: Phone: Length:  Hrs.  Pgs Schedule/Frequency: Assessment REPRODUCTION WITHOUT WRITTEN AUTHORIZATION IS STRICTLY PROHIBITE D v.1 4/99 Page 1 TMC Stores Number: Title: Provider: Course Description Primary Delivery Method: GP – Group - paced  Classroom  Lab 1 - 1 – One - on - one  S - OJT (training)  U - OJT SP – Self - paced  Readings/Exercises  Web Site Pages  CBT  Videotape Other Special Requirements for Delivery  Equipment  Facility  Instructor  License Requirement  Other  Yes  No Course Fit Assessment Related Process( es ), Area(s) of Performance, or Tasks  Include as Is  Use as Source:  Materials Attached (e.g., course description)  Do not use  Continued on Side Two Notes: Enabling Knowledge/Skill Items: Class Size:  > 20  10 – 20  < 10  Other Depth/Level:  Awareness  Knowledge  Skill (EDP No.______) Current Target Audience:  All engineers   Other  Other Course Owner/Contact: Copyright Owner: Licensing Agreement: Phone: Length:  Hrs.  Pgs Schedule/Frequency: Existing Materials REPRODUCTION WITHOUT WRITTEN AUTHORIZATION IS STRICTLY PROHIBITE D v.1 4/02 Page 1 Interviewing Skills 10342 Existing Systems Assessment ESA Output Provisioning System Targets for Assessment TMC Stores Number: Title: Provider: Course Description Primary Delivery Method: GP – Group - paced  Classroom  Lab 1 - 1 – One - on - one  S - OJT (training)  U - OJT SP – Self - paced  Readings/Exercises  Web Site Pages  CBT  Videotape Other Special Requirements for Delivery  Equipment  Facility  Instructor  License Requirement  Other  Yes  No Course Fit Assessment Related Process( es ), Area(s) of Performance, or Tasks  Include as Is  Use as Source:  Materials Attached (e.g., course description)  Do not use  Continued on Side Two Notes: Enabling Knowledge/Skill Items: Class Size:  > 20  10 – 20  < 10  Other Depth/Level:  Awareness  Knowledge  Skill (EDP No.______) Current Target Audience:  All engineers   Other  Other Course Owner/Contact: Copyright Owner: Licensing Agreement: Phone: Length:  Hrs.  Pgs Schedule/Frequency: Assessment Form ©2002 EPPIC, Inc. REPRODUCTION WITHOUT WRITTEN AUTHORIZATION IS STRICTLY PROHIBITE D v.1 4/99 Page 1 TMC Stores Number: Title: Provider: Course Description Primary Delivery Method: GP – Group - paced  Classroom  Lab 1 - 1 – One - on - one  S - OJT (training)  U - OJT SP – Self - paced  Readings/Exercises  Web Site Pages  CBT  Videotape Other Special Requirements for Delivery  Equipment  Facility  Instructor  License Requirement  Other  Yes  No Course Fit Assessment Related Process( es ), Area(s) of Performance, or Tasks  Include as Is  Use as Source:  Materials Attached (e.g., course description)  Do not use  Continued on Side Two Notes: Enabling Knowledge/Skill Items: Class Size:  > 20  10 – 20  < 10  Other Depth/Level:  Awareness  Knowledge  Skill (EDP No.______) Current Target Audience:  All engineers   Other  Other Course Owner/Contact: Copyright Owner: Licensing Agreement: Phone: Length:  Hrs.  Pgs Schedule/Frequency: Existing Materials REPRODUCTION WITHOUT WRITTEN AUTHORIZATION IS STRICTLY PROHIBITE D v.1 4/99 Page 1 Interviewing Skills 10342 Interviewing Skills 10342

40. Exercise… Selecting Enabler Categories Work in same teams of two to identify the Enabler Categories that would have been appropriate for one of your last 3 projects. Select other partner’s project and use Category List to Down-select Categories Readouts 2 General debrief 1.5 # Step Minutes Start Stop 1 2 3 4 5 List your last 3 projects .5 Select one partner’s project and use Category List to Down-select Categories 3 Start time: Stop time: 3

42. Exercise Debriefing… Selecting Enabler Categories

44. Systematically Deriving Enablers AoP Performance Model Knowledge/Skill Matrices Step 1 : Identify and link to AoP Step 2 : Remaining columns (Criticality, Difficulty, Volatility, Depth) 1.A 1.B 1.C 1.D K/S Category: 4 K/S Item Link to AoP Crit Diff Vol Dep K/S Category: 3 K/S Item Link to AoP Crit Diff Vol Dep K/S Category: 2 K/S Item Link to AoP Crit Diff Vol Dep K/S Category: 1 K/S Item Link to AoP Crit Diff Vol Dep AoP G AoP F AoP E AoP D AoP C AoP B AoP A A B C D E F G

45. K/S - Enabler Matrices Example Knowledge/Skill Matrix K/S Category: Link to Area of Performance Select/ Train Volatility K/S Item ALL A B C D E F G H H/M/L The ABC Company [Target Audience(s)] Form Design  2002 EPPIC, Inc. Page 1 K/S Item Identifies the knowledge or skill AoP Link Identifies the portion of the job/function where know-ledge or skill is needed Criticality Rank high, medium, low (H, M, L) the relationship between having the knowledge or skill and successful performance Volatility Ranks how often and significantly knowledge or skill will change Difficulty Ranks how difficult the item is to learn/teach Select/Train Denotes whether the item is a selection criteria/ condition or should be addressed by training Depth The deepest level of knowledge or skill the training should provide Difficulty H/M/L Depth A/K/S Criticality H/M/L

47. Exercise… Systematically Deriving the Enablers Work in same teams of two to complete 2 Enabler Matrices charts for 2 Categories for your partner’s Summer Job – but only for 2 AoPs of the Performance Model created earlier. Ask questions and complete EM chart on 8.5x11 paper Readouts 3 General debrief 4 # Step Minutes Start Stop 1 2 3 4 5 Select categories & 2 AoPs 1 Ask questions and complete EM chart on 8.5x11 paper 6 Start time: Stop time: 6

48. Enabler: K/S Matrix Form Design ©2002 EPPIC, Inc. Page 1 Codes: Link to Area of Performance Link to Area of Performance Depth A/K/S Enabler: K/S Category # - K/S Item A B C D E F G Select/ Train S/T Criticality H/M/L Volatility H/M/L Difficulty H/M/L Criticality/Difficulty/Volatility H = High M = Medium L = Low Depth of Coverage A = Awareness K = Knowledge S = Skill Page 1 Codes: Link to Area of Performance Link to Area of Performance Depth A/K/S K/S Item A B C D E F G Select/ Train S/T Criticality H/M/L Volatility H/M/L Difficulty H/M/L Criticality/Difficulty/Volatility H = High M = Medium L = Low Depth of Coverage A = Awareness K = Knowledge S = Skill

49. Exercise Debriefing… Systematically Deriving the Enablers

51. HAM Systems & Processes Organization & Job Redesign Systems Staffing & Succession Planning Systems Recruiting & Selection Systems Training & Development Systems Performance Appraisal & Management Systems Compensation & Benefits Systems Reward & Recognition Systems Performance and Human & Environmental Asset Requirements of the Targeted Performance Provides the Criteria for Assessment of the “Fit to Need” or for the “fixes” of the processes and outputs of the Enterprise’s HAMS and EAMS EAM Systems & Processes Information & Data Systems Materials & Supplies Systems Tools & Equipment Systems Financial Systems Facilities & Grounds Systems Culture & Consequence Systems Performance Requirements Enabler Requirements