6.1 Improved Performance Abilities, know- ledge, skills Select: match workers to tasks Supervisor’s Action Necessary Condition Instructions Direct: tell what is expected Resources Facilitate: remove constraints; provide resources

6.2 Improved Performance Supervisor’s Action Necessary Condition EffortEncourage: provide desired rewards Communications Communicate: transmit information and be a good listener

6.3 Exceptional 100% Expected Unacceptable 0% Minimal Performance Levels Select Direct Facilitate

6.4 Video Presentation “What Went Wrong”

6.5 Selecting TaskIndividual Ability, Knowledge, Skills Needs & Wants

6.6 Ability Intellectual: Memory Verbal comprehension Numerical Physical: Dexterity Strength Control

6.7 Knowledge / Skill SkillKnowledge Understanding of facts and methods gained through training or schooling Proficiency achieved through exercise of ability and knowledge

6.8 Selecting Individual Ability, Knowledge, Skills Needs & Wants Requirements Rewards Effort & Performance Task

6.9 Results Proper Match of Task and Worker— Worker satisfied (internal rewards) Positive feelings about work and the organization May obtain external rewards for some activities

6.10 Results Improper Match of Task and Worker— Dissatisfied worker may result in absenteeism, grievances, poor attitudes Negative feelings about self Reduced desire to stay with organization

6.11 Case Study Task Requirements and Abilities, Knowledge, and Skills

6.12 Cross Training Avoids problems caused by loss of only person who knows how to do a certain task Makes crew members more versatile, more useful, more valuable Gives supervisors more options in selecting workers to do given tasks Benefits the whole crew and the individual worker who receives it

6.13 “Roadeos” For the Agency: Emphasize and spotlight work skills Encourage employees to expand and improve their skills Allow supervisors to observe workers’ skills and morale

6.14 “Roadeos” For the Participants: Let them “shine” in front of supervisors and coworkers Make them feel appreciated and valued Allow them to serve as examples and motivators for onlookers

6.15 Key Points Regarding Selection Worker capabilities must match the task Rewards must match what the worker wants

6.16 Exceptional 100% Expected Unacceptable 0% Minimal Performance Levels Select Direct Facilitate

6.17 Directing What:Describe the activity to be performed Who:Crew assigned to the activity Where:Location of the activity When:Date and time for performance

6.18 Directing How:Task assignments, methods, and equipment Why:Reason for activity (particularly if unusual) How Long:Completion of goal Safety Requirements: Procedures and equipment

6.19 Activity Directing

6.20 Exceptional 100% Expected Unacceptable 0% Minimal Performance Levels Select Direct Facilitate

6.21 Ensure that the crew has the resources necessary to perform the activity Facilitating

6.22 EFFORT Valve Open No Constraints Valve Partially Closed Organizational Constraints PERFORMANCE

6.23 Facilitating Two-step process: 1) Identify the required resources 2) Make the resources available

6.24 Identifying Resource Requirements Information Hand tools Equipment Labor Materials Protective equipment

6.25 Activity Facilitating

6.26 Key Principles Supervisors should be sure the crew knows what needs to be done and how long it should take Workers should be held responsible for their performance Provide valued rewards when workers perform at higher levels

6.27 What You Have Learned How to select an individual to perform a task Key elements in directing and how to apply them Key elements in facilitating and how to apply them