My stated intent in my first article was to share with you a set of Human Performance Technology (HPT) models, steps, and tools that I have developed and use in my consulting practice. I believe that their use can help you better align your human capital support systems to better or exactly meet the needs of your processes. The need for one versus the other is situational and chock-full of ROI assessments.
In the last five issues I have been presenting EPPI (Enterprise Process Performance Improvement) a set of models, methods, tools, and techniques for use in a two-stage approach for achieving peak performance that is improvement methodology neutral. A set of models based on two key, scalable data-sets - the Performance Model and the Enabler Matrices.
Peak performance requires that any improvements to any process, core, or enabling must meet the balanced needs of its many stakeholders.
Peak Performance requires both process-centric and stakeholder-centric views where the right enabling human assets and the right enabling environmental assets are available at the right process time and place, at the right quantity, quality, and cost, to produce process outputs that then feed downstream processes with the right inputs. It’s about the design of the process, and the availability of the right people and environmental supports provisioned from various enterprise internal support systems/processes.
My derivative of the 1970s version of the Ishikawa Diagram that frames these three components of process in a scalable approach is presented in Figure 1. The five prior issues presented the details behind this methodology:
