Rothwell W.J. - Beyond Training and Development[c] The Groundbreaking Classic on Human Performance Enhancement (2004)(2-e)(en)

Corresponding HPE Core Competencies

Organizational

Environment

Work Environment

Work

Worker

Steps in the New

Role Name for

(The World Outside

(The World Inside

(Transformation

(People Performing

HPE Model

HPE Specialists

the Organization)

the Organization)

Processes)

the Work)

7.

Assess the likely

Forecaster of

Ability to forecast

Ability to forecast

Ability to forecast

Ability to forecast

outcomes of im-

Consequences

the likely conse-

the likely conse-

the likely conse-

the likely conse-

plementation to

quences of human

quences of human

quences of human

quences of human

minimize nega-

performance

performance

performance

performance

tive side effects

enhancement

enhancement

enhancement

enhancement

and maximize

strategies as they

strategies as they

strategies as they

strategies as they

results

may eventually

may eventually

may eventually

may eventually

affect relations

affect intergroup

affect work meth-

affect individuals

with customers,

and intragroup

ods and processes

and their per-

suppliers, dis-

relations inside

formance

tributors, and

the organization

other external

stakeholders

8.

Establish an ac-

Action Plan Fa-

Ability to prepare

Ability to prepare

Ability to prepare

Ability to prepare

tion plan for the

cilitator

and coordinate

and coordinate

and coordinate

and coordinate

implementa-

the preparation of

the preparation of

the preparation of

the preparation of

tion of the per-

action plans for

action plans for

action plans for

action plans for

formance en-

human per-

human per-

human perfor-

human per-

hancement

formance en-

formance en-

mance enhance-

formance en-

strategies

hancement,

hancement,

ment, integrating

hancement,

integrating them

integrating them

them with work

giving each

with organiza-

with organiza-

processes and

worker a say in

tional strategic

tional culture,

methods

decisions and ac-

plans

structure, and

tions affecting her

politics

or him

9.

Implement the

Human Per-

Ability to imple-

Ability to imple-

Ability to imple-

Ability to imple-

performance

formance En-

ment, or coordi-

ment, or coordi-

ment, or coordi-

ment, or coordi-

enhancement

hancement

nate implemen-

nate implemen-

nate implementa-

nate the

strategies

Implementer

tation of, human

tation of, human

tion of, human

implementa-

performance

performance

performance

tion of, human

enhancement

enhancement

enhancement

performance

strategies, inte-

strategies, inte-

strategies, integ-

enhancement

grating them with

grating them with

rating them with

strategies, giving

organizational

organizational

work processes

each worker a say

strategic plans

culture, structure,

and work

in decisions and

and politics

methods

actions affecting

her or him

10.

Evaluate results

Human Per-

Ability to evalu-

Ability to evalu-

Ability to evalu-

Ability to evalu-

during and after

formance En-

ate, or coordinate

ate, or coordinate

ate, or coordinate

ate, or coordinate

implement-

hancement

evaluation of,

evaluation of,

evaluation of,

the evaluation of,

ation, feeding

Evaluator

human perfor-

human perfor-

human perfor-

human per-

information

mance enhance-

mance enhance-

mance enhance-

formance en-

back into step 1

ment strategies,

ment strategies,

ment strategies,

hancement

integrating eval-

integrating eval-

integrating eval-

strategies, giving

uation processes

uation processes

uation processes

each worker a say

with organiza-

with corporate

with work pro-

in evaluation

tional strategy

culture, structure,

cesses and work

processes and in

evaluation

and politics

methods

feeding results

back into future

human per-

Human Performance Enhancement Competency

Future Importance

Present Competence

Rate the future importance of each competency

None

Little

Some

Much

Very

None

Little

Some

Much

Very

and your present competency level of each of the

Much

Much

following HPE competencies for your job

category in the organization

1

2

3

4

5

1

2

3

4

5

Auditor

(Identifies what is happening)

1.

Ability to examine needs and expecta-

1

2

3

4

5

1

2

3

4

5

tions of customers, suppliers, distribu-

tors, and stakeholders

2.

Ability to formulate, assess and convert

1

2

3

4

5

1

2

3

4

5

organizational plans into HPE efforts or

strategies

3.

Ability to key improvement efforts to orga-

1

2

3

4

5

1

2

3

4

5

nizational mission and strategy

4.

Ability to identify organizational strengths

1

2

3

4

5

1

2

3

4

5

and weaknesses

5.

Ability to examine work flow within and

1

2

3

4

5

1

2

3

4

5

between departments

6.

Ability to detect bottlenecks in work pro-

1

2

3

4

5

1

2

3

4

5

cessing

7.

Ability to assess present worker compe-

1

2

3

4

5

1

2

3

4

5

tency levels

8.

Ability to assess workforce supply

1

2

3

4

5

1

2

3

4

5

Competency Score by Role

Future Importance Score

Present Competence Score

9.

Ability to identify customer needs and ex-

1

2

3

4

5

1

2

3

4

5

pectations

10.

Ability to detect threats and opportunities

1

2

3

4

5

1

2

3

4

5

in the organizational environment

11.

Ability to locate world-class benchmarks

1

2

3

4

5

1

2

3

4

5

of organizational performance

12.

Ability to modify criteria of High-Perform-

1

2

3

4

5

1

2

3

4

5

ance Work (HPW) Organizations to fit one

corporate culture

13.

Ability to identify employee needs and ex-

1

2

3

4

5

1

2

3

4

5

pectations

14.

Ability to clarify ways to improve work

1

2

3

4

5

1

2

3

4

5

flow to achieve breakthrough productivity

increases

15.

Ability to forecast future worker compe-

1

2

3

4

5

1

2

3

4

5

tency needs

16.

Ability to assess workforce needs for the

1

2

3

4

5

1

2

3

4

5

organization

Competency Score by Role

Future Importance Score

Present Competence Score

Human Performance Enhancement Competency

Future Importance

Present Competence

Rate the future importance of each competency

None

Little

Some

Much

Very

None

Little

Some

Much

Very

and your present competency level of each of the

Much

Much

following HPE competencies for your job

category in the organization

1

2

3

4

5

1

2

3

4

5

17.

Ability to compare what is and what

1

2

3

4

5

1

2

3

4

5

should be in the organization’s inter-

actions with the external environment

18.

Ability to compare what is and what

1

2

3

4

5

1

2

3

4

5

should be in the organization’s internal

environment

19.

Ability to compare what is and what

1

2

3

4

5

1

2

3

4

5

should be in work processing

20.

Ability to compare the difference between

1

2

3

4

5

1

2

3

4

5

what is and what should be at the individ-

ual level

21.

Ability to detect mismatch(es) between

1

2

3

4

5

1

2

3

4

5

individual and the job in which she or he

is placed

Competency Score by Role

Future Importance Score

Present Competence Score

22.

Ability to determine the importance of

1

2

3

4

5

1

2

3

4

5

gaps between what is and what should be

in the organization’s interactions with the

external environment

23.

Ability to determine the importance of

1

2

3

4

5

1

2

3

4

5

gaps between what is and what should be

within the organization

24.

Ability to determine the importance of

1

2

3

4

5

1

2

3

4

5

gaps between what is and what should be

in work processing

25.

Ability to determine the importance of

1

2

3

4

5

1

2

3

4

5

gaps between what the worker can do and

what the worker should be able to do

Competency Score by Role

Future Importance Score

Present Competence Score

26.

Ability to isolate strategic mismatches in

1

2

3

4

5

1

2

3

4

5

the organization’s interactions with the

external environment

27.

Ability to benchmark with other organiza-

1

2

3

4

5

1

2

3

4

5

tions in the industry or ‘‘best-in-class’’ or-

ganizations

28.

Ability to isolate large-scale and small-

1

2

3

4

5

1

2

3

4

5

scale cause(s) of gaps within the organi-

zation

29.

Ability to troubleshoot the cause(s) of

1

2

3

4

5

1

2

3

4

5

gaps in the work or work flow

30.

Ability to troubleshoot the cause(s) of per-

1

2

3

4

5

1

2

3

4

5

formance gaps between the worker and

other performance environments (work

level, work environment level, and organi-

zational environment level)

Competency Score by Role

Future Importance Score

Present Competence Score