1. HPI Leadership and Challenges
An EFCOG Product Deliverable
November 2017

2. A Colaborative Effort
Our Surveys and Discussion tell us we need a way to effectively discuss the benefit of HPI with Senior Leaders
Need a Tool to guide Leaders in Implementation of HPI processes

3. Current Paper/Guide Kotter’s 8 Steps
Leaders and Senior Managers generally know what this means
Paper is constructed as a guide…a high level look at what an HPI implementation takes…and what to avoid.

4. Construct Stage 1: Obtain Senior Management Commitment
Managing human performance proactively requires ownership and desire by the leadership team to improve.
Potential Leadership Error: Not Establishing a Great Enough Sense of Urgency
The first step in getting the human performance process going requires the aggressive cooperation of many individuals. Without motivation, people won’t help, and the effort goes nowhere. Phase one is a critical step and it is estimated that over 50% of organizations fail in this phase. People return to their strong rules and the effort is deemed a passing fad. The most common reason for failure is that executives/leaders underestimate how hard it can be to drive people out of their comfort zones. Sometimes they grossly overestimate how successful they have been in increasing urgency.

5. Construct (cont.) Stage 1: Obtain Senior Management Commitment
Stage 2: Establish a Steering Committee
Stage 3: Perform a Self-Assessment of the Current Situation (MM)
Stage 4: Develop a Human Performance Improvement Strategy and Plan
Stage 5: Communicate with and Empower Stakeholders
Stage 6: Implement the Strategy and Plan
Stage 7: Evaluate and Improve the HPI Process
Stage 8: Maintain the Processes that Support Human Performance Improvement

6. Improving Performance Increasing Consistency
Maturity Model:
Excellence in Human Performance
Improving Performance
1. Chaos
Uncontrolled
Principles underpinning excellence in human performance not established
Striving to maximize excellence in human performance not a leadership responsibility
Expectations for culture of self-critical evaluation of Performance* against standards of excellence not established
Schedule is overriding priority
Individual leaders establish their own standards in absence of enterprise-level standards
Performance* not measured, monitored
Distrust, blame commonplace
2. Reactive
Fighting Fires
3. Proactive
Focused and Measuring
4. Optimized
Aligned and Adding Value
Appropriate individual, leader behaviors occur in concert with appropriate org processes and values
Culture of self-critical, candid, objective evaluation of performance against standards of excellence
Communications open, honest, accurate; achieve shared understanding
Staff committed to improving themselves, task, and work environment
Coaching, mentoring commonplace; fosters accountability
Little problems resolved before they become big problems
Improvements driven from within
Staff seek, face facts
Culture routinely monitored, critically evaluated against standards of excellence
Staff demonstrate high ownership for safe execution of tasks
Staff view their own and co-workers safety as their responsibility
Staff believe, “It can happen here!”
Staff exhibit sound decision making
Increasing Consistency
* Key Attitudes: Respect for risk, Questioning attitude, Conservative bias, Ownership, Responsibility, and Accountability
† Performance: Administrative Controls + Engineered Controls + Human Performance Expectations
Desired behaviors are target of improvement efforts
Leaders routinely exhibit desired behaviors
Leaders demonstrate passion for preventing events, errors that cause them
Leaders facilitate open communications
Correct behaviors emphasized over results
Key attitudes* assiduously fostered
Managers prioritize field time; reinforce expectations at every opportunity
Pushback to disagree, clarify, understand valued, demonstrated
Managers demonstrate ownership for staff competence
Human Performance improvement efforts seek, addresses org and management influences as well as worker level gaps
Behavioral shortcomings sought in all phases of work; identified, corrected
Human Performance principles, HPI tools established; treated as administrative requirement
Processes complex, illogical, cause unnecessary admin burden
Time demands unrealistic
Work-arounds common
Managers prioritize administrative tasks over field time, staff interactions
Management interactions don’t translate principles(HP or Safety) into practical application
Results emphasized over correct behaviors
Management not receptive to input, questions, concerns
Human Performance improvement focused on worker level; overlooks, org and management influences

7. Todays Task
Get feedback on your perspective on how leadership engages with HPI to improve the Leaders Guide.
What could be done to improve a Leaders understanding of the process?
What has your experience been when trying to discuss this with Sr. Leaders?

8. Making this Work for Us
You all have a different perspective and experience base
We want you to contribute!
Examples
Real World Experiences
Logic (Strategic and Tactical)
Content