Aligning Performance

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Micron Confidential 06/16/22 Aligning Performance The Language of Work Model by Danny Langdon and Kathleen Whiteside ©2008 Micron Technology, Inc. All rights reserved. Products are warranted only to meet Micron’s production data sheet specifications. Information, products and/or specifications are subject to change without notice. All information is provided on an “AS IS” basis without warranties of any kind. Dates are estimates only. Drawings not to scale. Micron and the Micron logo are trademarks of Micron Technology, Inc. All other trademarks are the property of their respective owners.

Transcript of Aligning Performance

Page 1: Aligning Performance

Micron Confidential

05/02/23

Aligning PerformanceThe Language of Work Model by Danny Langdon and Kathleen Whiteside

©2008 Micron Technology, Inc. All rights reserved. Products are warranted only to meet Micron’s production data sheet specifications. Information, products and/or specifications are subject to change without notice. All information is provided on an “AS IS” basis without warranties of any kind. Dates are estimates only. Drawings not to scale. Micron and the Micron logo are trademarks of Micron Technology, Inc. All other trademarks are the property of their respective owners.

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Goals and Agenda

• Goals:Share with you information from one day workshop.Identify ways in which this model can be useful to Micron.

Discuss the potential uses of the model and answer questions.

• Agenda:Introduce the model and do the 10 minute teach that is used to show participants in an analysis how to use the process.

Briefly describe how the model can be used for alignment across the organization.Identify the role of culture (aka: workforce support) in alignment.

Perform an abbreviated version of the job model process (An exercise).

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Origins of the Language of WorkInstructional & Performance Technology

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Putting the Model into Context• The Language of Work has its foundation in Behaviorist

Theory B.F. Skinner

Operant Conditioning Programmed Learning Solving Human Problems Should be a Science

• Walden Two• Beyond Freedom and Dignity

Danny Langdon Chemist: Introduced Programmed Learning into Chemistry instruction Former Director of Corporate Training at Morrison Knudsen Language of Work Model

• The New Language of Work• Aligning Performance: Improving People Systems and

Organizations

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The Strengths

• It provides a common language for thinking and talking about performance

• It creates a systematic way of modeling performance that is both practical and useful

• It can be applied at any level of the organization

Here are some solid building blocks that we can use

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Potential Weaknesses

• Does not address the range of human behaviors Need for innovation and creativity Value of dialogue and collaboration Risk taking Conflict resolution

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The Periodic Table as a Model

Can you imagine a chemist working without the periodic table as a model?

So why would a Performance Technologist work without a model?

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The 10 Minute TeachInstructional & Performance Technology

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The Language of Work: How Did It Come to Be?

Behavioral Psychology

B.F. SkinnerStimulus Response Consequences

Instruction Respond Feedback

Conditions Behaviors Standards

Inputs Condition Process Outcomes

Programmed Instruction

Robert Gagne

ObjectivesRobert Mager

Organizational ScanDonald Tosti

However, all these flows are lacking the human element...

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A Model for Defining Performance - - -

Conditions(The Environment)

Inputs OutputsProcess

Feedback

Consequences

The Language of Work is More Than the Six

Words!!!

- - Which allows you to Align, Think and Talk about, Facilitate, Manage, Improve, Measure and Change Work is a Systematic and

Reliable Way

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12Micron Confidential©2008 Micron Technology, Inc. All rights reserved. 05/02/23

• Passes• Handoffs• Runs• Plays Called• Signals Called

Outputs

• Coaches• Plays• Other Players• Football• Playbook• “Reads”

Inputs1. Observe Defense2. Huddle & call play3. “Read” Defense4. (Change Play at Line)5. Call signal6. Drop back7. “Read” Defense8. Handoff/pass/keep

Process

Conditions• Competition• NFL Rules• Weather Conditions• Field Position

• Touchdown• Field Position• Winning• Fame• Personal

Statistics

Consequences

• Fans• Umpires/Referees• Owner• Coach• Media

Feedback

© 2004

QuarterbackAn Individual (Job)

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The Language of Work: Performance of Job Aid

Element DefinitionOutputs What is produced for the organization. Tangible

deliverables. Expressed in past tense.

InputsResources/requests (triggers) needed to produce outputs. What must be present for the output to happen.

Conditions Existing factors that influence the use of inputs and processes used to produce outputs. The Environment.

Consequences The effects that the output has on a person, product, service, or situation. Must be measurable.

Process StepsThe steps followed using the inputs, under the conditions, in order to produce the outputs. (What people DO) Use verbs.

Feedback Response to outputs that confirms success or indicates needed adjustments. May be formative or summative.

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Language of Work Definition RulesGENERAL• When defining a work map or job model, avoid judging the adequacy of work elements. Value

judgments should be used during assessment to improve work.

OUTPUTS• State major deliverables as products, services, and/or knowledge • Write statements in the past tense; as if already delivered to your client(s), i.e. “Reports Produced.”• Definition of outputs is often iterative. Be open to combining/deleting/editing upon reflection;

especially when process steps are defined• Ask who your clients are and what is produced/provided for them?

INPUTS• Define those things that trigger work at the request of customers• Define the resources needed to produce each output• Number the inputs in relation to each output

CONDITIONS• List the external conditions: federal, state, and local laws, regulations, professional standards• List the internal conditions: policies and procedures, manuals, safety requirements. Be relatively

specific, i.e., which policies.• Avoid listing adverse conditions, such as complaints, poor attitudes. (This is not a “whine” list).

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Language of Work Definition Rules cont.

PROCESS STEPS• Use action verbs• List steps as mini-deliverables• Think in terms of: “I do this, then I do that, and then..”• Provide only as much detail as is needed to reach common understanding and consensus among those

doing the mapping

CONSEQUENCES• List the positive results to the business, to the customer, and to you personally• Begin with most general consequences; then address specific consequences to a given output• Key to each consequence the output(s) that help result in achievement • Include only those consequences you would be willing to be measured against and are attainable by

you in your position

FEEDBACK• State the sources that tell you that the output and consequences have been achieved• Identify how client satisfaction will be known?• What feedback sources will be used during processing? What will be useful after? Mark each “during”

or “after”• Identify which feedback sources are needed for inputs?• Identify any feedback sources be needed in relation to conditions?

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Who Provides Input into the Analysis?Job Level

Exemplary Performer

Exemplary Performer Exemplary

Performer

DataGatherer/Facilitator

Data Entry

Internal Process/

Culture Owner(if exists)

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Who Provides Input into the Analysis?Business Unit, Core Process, & Work Group

Internal Process/ Culture Owner

(if exists)

DirectReports

DataGatherer/Facilitato

r

Data Entry

CUSTOMER

External ProcessExpert

(Optional)

Manager/

Executive

SUPPLIER

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Create a Job ModelJob Model for Workforce Development Specialist

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Let’s Apply What You’ve Learned So Far!

• We are all Workforce Development Specialists at Micron So you are our Exemplary Performers

• Data Gatherer/Facilitator• Internal Process/Culture Owner (optional)• Data Entry

So where do we start?

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Steps of Creating a Job Model

• Outputs• Inputs• Conditions• Consequences• Process Steps• Feedback

Q: How do I know if an output is too broad?

A: Does the output have different processes? Then it should be broken down. Then rank the outputs from most general to most specific.

Why? Because the chance of a broad output covering a specific output later are higher.

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Books/Articles

Internet

Subject Matter Experts

PC/ Applications

INPUTS

OUTPUTS

CONDITIONSCompany/Department Policies (e.g., Safety), Shift Work, Company

Culture, Business Cycle, Staffing, Demographics, Budget

Recommendations Provided

3

1 Classes Developed

2 Coaching Delivered

Define Audience

Define Instructional

Goal

Design/Create

Objectives

Develop Instruction

Create Class Materials

Determine Evaluation Methods

(Formative and Summative)

Determine Most Appropriate

Solution

Identify Potential Solutions

Review the Data w/

Stakeholders

Analyze the Data

Gather DataDetermine Required

Data

Identify the Stakeholders

Job Model for Micron WDS

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CONSEQUENCESSkilled and Knowledgeable WorkforceSatisfied CustomersImproved Processes and ProgramsImproved Relationships and Partnering Opportunities (Groups,

Individuals)Increased Job Satisfaction

FEEDBACK

Manager/Stakeholder FeedbackRegularly Scheduled MeetingsSubject Matter ExpertsPilot ClassesCo-workers/PeersFormative Evaluation ResultsClass Activities/Assignments

During AfterParticipants/Participant BehaviorsEvaluation SurveysBusiness Results/Reports/DataInstructorsManager/Stakeholder FeedbackBenchmarkingFormal and Informal EvaluationsPre/Post AssessmentsClass Activities/Assignments

Job Model for Micron WDS cont.

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Aligning Performance Across the OrganizationUnderstanding Levels & Their Relation

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Uses for Language of Work Model

• The model can be used for several levels in an organization Business Unit Core Process Work Group Job Level

• Work Execution comprised most of the workshop• Do the people placed have the tools and resources necessary to do their jobs

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Work = Performance

• Levels of Work Business Unit (What is tied to the strategy?) Core Processes (How to do the work

necessary?) Individual Jobs (Who is doing the work?) Work Groups (How are people organized to get

the work done?)

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Timetable for Alignment within an Organization

• For Danny Langdon’s and Kathleen Whiteside’s process: Business Units and Processes require ~ 1 day Jobs require between 4 hours – 1 day Work Groups require ~4 hours

• In aligning and defining the work, systems and business units can be examined without knowing “who” is doing the work

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Recognizing the Need

• “Where is the performance in this organization?” How can an OE/OD consultant improve the

performance? What is needed for the improvement?

• The organization has either grown too big or there are employees across the organization that are replicating the same work Need to organize these employees so that the work

is aligned with a common purpose

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Principles of Alignment

• Horizontal: Alignment across the 4 levels within the layer

• Vertical: Alignment of like elements (similar to “line of sight”)

• Synergistic: Alignment between the layers, looking at work behavior

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Vertical Alignment Illustration Inputs Conditions Process Outputs Consequences Feedback

Business Units

Inputs Conditions Process Outputs Consequences Feedback

Processes

Inputs Conditions Process Outputs Consequences Feedback

Individuals

Inputs Conditions Process Outputs Consequences Feedback

Work Groups

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Business Alignment – 3 Dimensional

Input Conditions Process Output Consequences FeedbackBusiness

Unit

Core Processe

s

Individuals

WorkGroups

Verti

cal

Horizontal

WORK EXECUTION

WORK STANDARDS

WORK SUPPORT

WORK RELATIONS

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A Practical Example of the Layers

HUMANCONSONANCE

WORK STANDARDS

9.5

WORKEXECUTION)

WORK SUPPORT

NOISENOISE

NOISE

HUMANRELATIONS

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Challenges and Implications

• Alignment effort takes time Example: Micron’s Performance Management

initiative Early alignment realized with GJS codes Company is aligning to one method of evaluating

team members

• Alignment is validated through the implementation The mission and vision must be aligned The outputs for the levels must align

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Work Support MatrixCulture

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Culture

• If anything hinders people from getting work done, it is the culture of the organization. All organizations have a culture; the question is: is culture the healthiest it can be to promote good work?

• In the Language of Work model we call culture “Work Support.” It is directly linked to achieving “Work Execution.”

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What is Work Support (aka Culture)?

HUMANCONSONANCE

WORK STANDARDS

9.5

WORKEXECUTION

WORK SUPPORT

NOISENOISE

NOISE

HUMANRELATIONS

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While modeling (processes, jobs, work groups, and/or business unit), support issues and needs are identified in the context of actual work. Then:

RESULT: Changes have been identified by employees, so resistance is lowered and can be monitored/managed together.

2. Prioritize needs and3. Select interventions …to enhance the work

support for the new organization.

1. Tie comments (issues and needs) to the work support matrix.

Identify and Improve Work Support/Culture

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Examples

• As part of each core process and job modeling session ask: “What obstacles stand in the way of great performance?”

• Sample Comments: Lack of strategy that maps to objectives Need to resolve conflicting priorities Lack of larger business plan Need for business plan Better defined authority (so VPs don’t contradict actions) Etc. Etc. Etc.

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Work Support Matrix

1A STRATEGY AND BUSINESS PLAN4. Strategic Plan• Lack of strategy (Security) that maps to objectives • Need to resolve conflicting priorities

1A STRATEGY AND BUSINESS PLAN6. Business Plan• Lack of larger business plan• Need for business plan

4B VALUES AND PRACTICES4. Decision Authority• Better defined authority (so VPs don’t contradict actions) (continues)

Comments are categorized to major headings and sub-headings in the Work Support Matrix

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Display Results on the Work Support Matrix

1. Business Needs2. Knowledge3. Orientation4. Partners5. Personnel6. Projects7. Strategy

1. Client Retention2. Goal Consistency Across Units3. Repeat Business4. Reputation5. Teamwork

1. Management System2. Partnerships3. Performance Improve- ment Interventions4. Personnel Selection5. Skill Maint./ Devel.6. Workflow7. Work Group Ties

1. Individual & Work Group Needs: • Equipment • Raw Materials • Intellectual Knowledge2. Strategy

1. Product or Service: • Cost • Delivery • Quality • Quantity

1. External Regulations2. Internal Policies3. Professional Ethics4. Professional Standards

1. Hardware Technologies2. Knowledge Transfer Mechanisms3. Management Facilitation4. Software5. Systems Approach6. Schedule

1. Marketshare2. Measures of Success3. Public Relations4. Satisfaction of Customers5. Satisfaction of Stakeholders

1. Work Group Models: • Knowledge • Products • Services

1. Core Process Model Process: • Knowledge • Products • Services

1. Business Unit Model: • Knowledge • Products • Services

1. Continuous Improvements2. Facilitation Methods3. Information Systems4. Measurements5. Meetings

1. Continuous Improvements2. Management Reinforcement3. Measurements4. Quality Checks5. Schedules

1. Measures of Success2. Reaction/Requests of Stakeholders/Clients3. Reputation4. ROI

1. Budget2. Competition3. Decision Authority4. Governance5. Methods of Change6. Organizational Units/Functions7. Regulations8. Politics

1. Customer Satisfaction2. Job Satisfaction3. Personal Satisfaction4. Tie to Work Group

1. Attributes2. Benefits/Pay3. Budget4. Ergonomics5. Employee Handbook6. Ethics7. Policies8. Safety9. Schedule10. Workload

1. Career Development Plan

2. Documentation3. Performance Improve- ment Interventions4. Skill Maint./Devel.5. Succession Planning6. Work Flow7. Work Tools

1. Job Models: • Knowledge • Products • Services

1. Dialogue2. Internal Client Evaluations3. Performance Appraisal4. Rewards & Recognition5. Turnover

1. Assignments2. Boss/Organization3. Equipment/Facilities4. Goals & Objectives5. Identified Client

Needs6. Job Description7. Strategy

1. Consistency of operation2. Degree of centralization/ decentralization3. Flexibility4. Linkages/interactions5. Organizational Hierarchy

1. Attributes2. Budget/Funds3. Conflict Resolution4. Decision Authority5. Ethics6. Mgmt/Leadership

Practices & Expect.7 Other Group Practices8. Schedule

WORKGROUPS

3E

FEEDBACKINPUT CONSEQUENCESCONDITIONS PROCESS OUTPUT

PROCESSES

BUSINESSUNIT

INDIVIDUALS

CLIENT NEEDS& RESOURCES

WORK GROUPRESULTS

INTERFACE/RELATIONSHIPS

PROCESSRESOURCES

PROCESSRESULTS

REGULATIONS/POLICIES

TECHNOLOGIES(SOFT & HARD)

BUSINESSRESULTS

WORK GROUPDELIVERABLES

PROCESSDELIVERABLES

BUSINESSDELIVERABLES

STRATEGY &BUS. PLANS

MANAGEMENT/TEAMINFORMATION SYSTEM

CONFIRMATIONS &CORRECTIONS

BUSINESSMEASUREM./EVALUAT.

CULTURE /CONTROLS

INDIVIDUALRESULTS

WORKINFLUENCES

WORKMETHODS

JOBDELIVERABLES

CONFIRMATIONS &SELF ADJUSTMENT

CLIENT NEEDS& RESOURCES

ADMINISTRATIVESYSTEMS

VALUES &PRACTICES

2D

4E

1A 1B 1C 1D 1F1E

2A 2B 2C 2F2E

3A 3B 3C 3D 3F

4A 4B 4C 4D 4F

1. Competitive Advantage2. Customer Needs3. Mission/Vision4. Strategic Plan (including goals & objectives)5. Driving Force/Values6. Business Plan

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Sally’s Slides4 Levels of Organizations

The Language of Work Model

• Products• Services• Support • Communications

• Facilitation• Management

De p a rtm e n t

Bu sin ess Sales Im plem en tation

Lead er

HOW?WHAT? ORGANIZATION ?WHOM &HOW MANY?

VisionMissionStrategy

Business Performance Alignment

The Language of Work Model

• Products• Services• Support • Communications

• Facilitation• Management

De p a rtm e n t

Bu sin ess Sales Im plem en tation

Lead er

HOW?WHAT? ORGANIZATION ?WHOM &HOW MANY?

VisionMissionStrategy

Core

Processes

Business

Unit

Work

Groups

Individual

Jobs

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How Can The Model Be Used??

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Application ExamplesWe Can Use Help With: Examples Identifying Training and Performance Improvement Needs

“We offer hundreds of courses to our employees every year. We need to assess the real need for training and for other performance improvement initiatives”

Organizational Structure Changes

“We need a new organizational structure now that we have implemented SAP”“We are going towards a more centralized service model. How do I organize these multiple and maybe redundant functions?”

Job Modeling and Clarifying Relationships

“We need to better understand what work is actually being done in each position and validate assignments. We also need to set standards and assign levels.”

Work Group Collaboration “We have employees who sometimes duplicate efforts or work at odds with one another. Our employees need to collaborate more effectively.”

Identifying and Attaining Competencies

“We installed competencies throughout our organization a year ago – and now everyone hates them. What can we do?”

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Application Examples cont.Improving Performance Assessment/Appraisals

“We have a new performance management system. WE have trained people on our new software, but they really aren’t

very good at talking about performance.” General Request for Some Kind of Change

“The price of our product is going down and we need to consolidate. How do we decide which positions to combine or eliminate?”

Creating Integrated HR System

“I sure wish HR would create a single model for all of the things I need to do. Every time I hire someone, train them, evaluate performance etc. I have to go through this learning curve because everything seems to have a different base. Can you help fix this?”

Outsourcing “We need to outsource X function to a company that specializes in this. The financial aspects are being handled, but I need to figure out how to keep up quality while letting others do the work. Can you help me?”

Performing Cultural Due Diligence

“We are considering acquiring (or have just acquired) another small company and the cultural differences are significant. Can you help us create a common culture?”

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Does Anyone Have Other Suggestions?

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Questions & Discussion

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Thank You. Have a Nice Weekend!