What will it take to gain access to HPI/HPT Projects?

It’s more than a name change.
Adding Performance Consulting to your department name or position title sounds like a good idea at first. You know, help get the word out and ease into Performance Consulting projects, right? Well not exactly. Adding it on is exactly what happens; possible projects get added on to your workload and the “regular” training requests keep coming. It becomes a non-event. Dana Gaines Robinson and James C. Robinson, authors of Performance Consulting, strongly recommend that you create a strategic plan for your transition. And that’s exactly what I did in 1997.

Technical Training is now known as Performance Enhancement Dept.
But not without first discussing my plan with my boss and then pitching it to his staff at his weekly meeting. My plan included the need for the change and a comparison of the traditional training model and the performance model. In this comparison, I listed the percentages of training to consulting ratios and where the shift would occur. Training was never going away, but that we would do less and pick up more performance consulting work instead. I used the now familiar line – training is not always the answer. (Back then it was a very edgy statement.)

And I included in my pitch, the recommended pieces from the Robinsons’ seminal book: mission, vision, guiding principles, services, responsibilities and even who are customers were by percentages. Key to this plan and acceptance, was that we never said no to a training request, but re-framed it into why and how will we measure success. If we couldn’t design a measurement strategy from the beginning, we were obligated to turn the project down. And the General Manager agreed with that guiding principle.

NOW OPEN FOR BUSINESS!
While we waited for feedback and project requests, I invited myself to a quality meeting about a GMP concern from a Line Trainer. When no one volunteered to complete a suggested task, I raised my hand and took the assignment. Cheers, we had our first project and we were now open for business. The task was then assigned to a direct report who thought I was crazy or evil, but I described how this assignment could catapult us into the limelight and showcase exactly the kind of performance work we were capable of doing. Intrigued but still doubtful, he took on the research task and I took on the rest of the project since I had the vision and could connect the dots. We got 3 more requests after we went public with our first project.

One of my best requests that first year was a request for Peer Mentoring. Oh did I want this project. I met with the requester and listened to his case. I researched the topic (remember this was 1997) and got some ideas about a possible solution. When I pressed on about measuring the success, he was vague and said, you know, as part of organizational awareness. I was in love with the topic and what it could mean for the operators and for the new PE department, but I could not find enough support to measure the success nor justify the time and resources to make it happen. We had to scrap the project request. This was the Evaluator Role coming out loud and clear. And this news got around fast. The PE department was not a dumping ground for someone else’s yearly objectives.

Okay, that’s great, but who does GMP Training?
During our success, we still managed the Compliance Training requirements as part of our agreement. Folks got so used to us and how we managed both the compliance side and performance enhancement requests, that we no longer had to explain what PE was and who we were. So upon biennial inspection from FDA, the inspector asked, “Well then, who does GMP Training”? So, I was asked to put Training back into our department name and become known as TPE: Training and Performance Enhancement which felt like we were back to square one. But the requests kept coming and the projects got much better.

My favorite project was the “Checking Policy”. It had everything going for it. Unfortunately for the company, a very expensive error was made by an operator and site leadership wanted him terminated. The GM who was our unofficial sponsor knew there was a better way to manage this and he needed to find the true root cause of the performance discrepancy, so he reached out to me. The rest of the story is long, so I’ll spare you the details, but three additional projects resulted from this request and all three included operators as my SME Team. This was unheard of at the time and really highlighted what an asset they were to the company despite the costly mistake. Turns out it wasn’t his fault, what a surprise!

Alas, the time came for me to leave that company and take on external consulting full time. When given the opportunity to reinvent myself once again years later, I reflected on the times when I was most engaged and excited about going to work. It was those Performance Enhancement projects that gave me such powerful examples of successfully aligning improvement projects with the business needs. But rather than do it again for one single company, I created HPIS Consulting instead so I could share the approach with more than one company.

So as this “Gaining Management Support” series concludes, I summarize all the related blogs with this final question and provide an overview as the answer.

What will it take?
Developing trust with business partners for starters. Ongoing skill development as an Analyst, a Change Manager, an Evaluator and of course, a Performance Solutions Specialist to build credibility. A good transition plan with vision for 1-3 years and tentative plans for year 4 and 5. And the courage to take projects no one else wants if you want to become a Performance Consultant bad enough. We did it and I’ve never been happier! -V

Gaining Management Series includes the following blog posts:

If the only tool in your toolbox is a hammer …
Are you worthy of your line partner’s trust?
Wanted: Seeking a business partner who has performance needs
First, make “friends” with line management

Are you worthy of your line partner’s trust?

In this current series of gaining management support we’ve been exploring how credibility, trust and access impact or influence relationships with our business partners. In Stephen Covey’s, The 8th Habit: From effectiveness to greatness, he informs us that you cannot have trust without being trustworthy.  As Performance Consultants (PCs) continue to demonstrate their character and competence, their line leaders begin to trust them more and more.

From those initial getting-to-you-know-you chats (see previous blog)  to requests for help discussions, the give trust and return trust has been reciprocated and continues to strengthen the relationship. With each request / opportunity, PCs are demonstrating their character traits and further developing their Human Performance Improvement (HPI) technical competence and experience.

Following the HPI/HPT model gives the PC the ability to articulate the big picture of how this request, this performance gap, this project, relates to organizational goals thus illustrating a strategic mindset. And by following the related methodology, PCs demonstrate strong project management skills while implementing changes systematically; not just a quick course to fix a perceived knowledge gap or motivation problem.

So PCs become worthy of receiving their partners’ trust.  Line partners in exchange merit their trust by giving it. Are you trustworthy as a Performance Consultant? Do you have the necessary competencies to tackle the additional performance solutions? Stay tuned for more blogs on what those competencies are and why they are so helpful for PCs. In the meantime, check out the sidebar “Ten Steps for Building Trust” from Alan Weiss in Organizational Consulting.  -VB

How to Build More Trust

 

References:
Covey,SR. The 8th Habit: From effectiveness to greatness, USA, Free Press, 2004.

Weiss, A. Organizational Consulting: How to be an effective internal change agent, USA, Wiley, 2003.

Isn’t this still training?

To the newly minted and seasoned performance consultant, the answer is NO.  But for your client, internal customer or the VP of Quality, or whomever is your requestor, it still may look like “a training solution”, so don’t argue with them.  You do however, want to be able to explain why it is more than a classroom instructor led session or a quick and dirty PPT slide with audio recording.

 

If it looks like, smells like, tastes like training …

Then it must be training, right? Not exactly, but nod your head anyway; at least they are still engaged with you!  Any one of the elements of a Robust Training System is “training related”.  So for the less informed, this connection makes sense to them.  If your client/sponsor/requestor is more comfortable with calling it training, let them do so.  Don’t push the HPI label at this point.  First we work on raising their awareness with our early projects and successes.  Understanding and hopefully appreciation will come later.

 

What’s your company’s definition of training, anyway?

Most folks will envision instruction either classroom based, virtual instructor led or even formal eLearning course.  Their reasoning is that the gap must be a lack of knowledge and training is used to close that gap.  Is closing a skill based gap also considered training?  Most companies would define that as OJT.  What about “awareness training” and communication “training” sessions; are these considered training?  It is a form of closing a knowledge gap, the depth of the gap and the degree of required proficiency is the differentiator.  Again, what’s your company’s definition of training?

 

Closing Performance Gaps with the Right Solutions

The essence of HPI methodology is all about the right solution based on the data (evidence) and making an impact on the bottom line when the performance gap closes.  Is this training, you tell me?  How would you explain it to your sponsor?

 Not all HPI Solutions are Classroom Based

HPI Solutions

 

Talk about using knowledge to improve KPIs for a business unit

A team of site leaders met to discuss (problem solve) what to do about lagging metrics for a business unit.  The idea of studying SMEs (aka key performers) to learn what they needed to do to meet or beat the numbers was brought up.  I applaud them.  In fact, conducting Key Performer Analyses is part of the HPI methodology and is an excellent way to gather real data from experts.  However, the outcome was already biased with a set of “knowledge based” assumptions unbeknownst to the Performance Consultant (PC).  During the Key Performer Interviews, it turned out that those assumptions were brutally flawed and put this HPI project and another highly visible project in serious jeopardy.    The PC was able to uncover the right knowledge from the SMEs and successfully deliver a solution.  However, it was far from a traditional classroom training session.  Yet, it had everything to do with capturing secret sauce learned on the job.

Is this still training?  You tell me after you read the impact story.  -VB

 

NOTE: A more detailed version of this case –“Capturing Secret Sauce of Senior Equipment Operators?” is available. 

Next blog: “If it’s not training, then what is the right fix?”

 

Who is Vivian Bringslimark?