BeyondCompetencies ISPI 4-10-06...2006/04/10 · Beyond Competencies— Managing Employee and Organization Capability leveraging know-how for performance! Peter R. Hybert 20 Danada

Beyond Competencies—

Managing Employee and Organization Capability

leveraging knowleveraging know--how for performance!how for performance!

Peter R. Hybert20 Danada Square West, #102Wheaton, IL 60187phone: 630.682.1649web: www.prhconsulting.com

PRH Consulting

Inc.

PRH Consulting

Inc.

ISPI Conference PreviewApril 10, 2006

©2006 PRH Consulting, Inc. Page 1

Overview: We Can Do a Better Job with Employee Capability…And We Should

“It is not necessary to change. Survival is not mandatory.”W. Edwards Deming


The Opportunity

Premises

1. Companies spend a great deal of effort trying to build, manage, and improve employee and organization capability

2. Currently, internal organizations work independently

3. As a result of Item 2, deliverables are not integrated, there is redundant work, and there are gaps.

4. There are opportunities to eliminate waste, improve productivity, and deliver increased benefits to the organization.

Success Factors—How We Can Realize the Opportunity

1. Use a common/shared analysis methodology

2. Create an integrated solutionset for the business

3. Develop/use a common data management and storage taxonomy

4. Grow communities of knowledge and practice

The key to the above is the framework of capabilities that connects needs to solutions


Session Objectives

By the end…you will be able to

Define “capability” and distinguish it from competency and skill

Summarize where current methods for managing capability fall short

Describe a model for linking work process, capability, and roles

Describe how various strategies for managing capability (e.g. assessment, qualification, training, performance support) can be integrated across an organization


SITUATION: Many Stakeholders, Mostly Unsatisfied

“Your most unhappy customers are your greatest source of learning.”

Bill Gates


What We Want is Clear…

Leaders need to know what the capability of their organization is and needs to be

Employees need to know what capabilities they need to develop for advancement

HR needs to know what capabilities are needed so they can recruit for and retain them

“Capability Providers” (e.g., performance consultants, trainers) need to know what capabilities exist and are needed so they can develop them


What We Have Can be Unclear…Pe

rform

ance

Appra

isal

Role Profiles

Kno

wle

dge

Man

agem

ent

Skill DictionaryTraining

Career Maps

Competency M

odels

Curriculum

Learning Objects

Corp Initia

tives


The Opportunity: Alignment

“Honest disagreement is often a good sign of progress.”Ghandi


Aligning Around Capability Requirements

Capability Requirements

CapabilityRequirements

Business Processes

Business Processes

Business Processes

Role Definition

Business Processes

Business Processes

Business Processes

Business Processes

Business Processes

Business Processes

Role Definition

Content and Support Development and Maintenance


Job/Role DefinitionsJob/Role Definitions

Career/Development PathsCareer/Development Paths

Organizational Capability PlanningOrganizational Capability Planning

Individual Capability Assessment and Development Planning


TRAINING, OTHERS

HR

Recruiting & SelectionRecruiting & Selection

Qualification AdminQualification Admin

WORK PROCESSES

LEADERSHIP

©2006 PRH Consulting Inc.


Example Applications

Series of training, content, and qualification objects to support capability requirements for a role

Development Path

Tool for identifying capability gaps and prioritizing development needs

Capability Assessment Tool

“1-pager” summarizing capability requirements for a role

Capability Model

DescriptionArtifact


Success Factors: Necessary Technologies

Analysis11 Integrated Solution Set

22

Data-Management33 Communities44


Technology Analysis

“Frame by frame. Death by drowning in your own analysis.”

Adrian Belew

11

Analysis consists of taking apart and examining something to find patterns, the internal logic, so you can better understand it.


Greeting and IntroGreeting and Intro SecuritySecurity Explore

Initial Needs

Explore Initial Needs

Propose SolutionsPropose Solutions

Enter OrderEnter Order

Steps/Tasks Output

Security Policy

Account #, Password

Handling Objections/ Questions

Two-handed typing

Navigating Accounts

Account RecordsKnowledge

Item

Information Item

Skill Item

Pre-requisite Knowledge/ Skills

Skill Item

Knowledge Item

The Elements of Performance—Remember the Learning Hierarchy?

Performance

Supporting Capabilities

Pre-Requisites


All information describing performance, including outputs, tasks, and measures can be categorized as “the work.”

In addition, there are “supportingsupporting knowledge/ skills/ characteristics/ values” (what you need in your behavioral repertoire to do the work).

Key Principle: Performance vs. Supporting Capabilities

Greeting and IntroGreeting and Intro PreliminaryPreliminary

Explore Initial

Needs

Explore Initial

Needs

Identify Actionable

Issues

Identify Actionable

Issues

Summarize Next Steps and Close

Summarize Next Steps and Close

Other NeedsOther Needs

N

Sales SkillsTechnical

Knowledge

Customer Industry

KnowledgeEtc.

Related to the specific job/role.

More likely to be “shareable.”


Practice: Performance vs. Supporting

• Policy about credit for returns• Clarify the caller’s initial question• How to navigate the customer account

data systems

Customer Service Agent

• Competitive product capabilities• How to use the CAD system• Materials characteristics (e.g., melting

point)• Design a cruise control switch

Engineer

• Sterile environment practices• Suturing skills• Executing a specific procedure (e.g.,

angioplasty)• Principles of malpractice claims

Doctor

SupportingPerformanceExample CapabilitiesRole

“Litmus Test” Questions• Are you paid to do this?• If you did it today, will you need to do it again?• Do you do this or use it to do something else?• Is it likely that other roles will need this?


Capabilities Needed

Technical SkillsProbably Unique to Company—Must Be Learned at Company

•Computer system•ACD system•Etc.

Product KnowledgeUnique to Company—Must Be Learned at Company

•Product A•Service B•Etc.

Customer Service SkillsUnique to Role—Must Be Learned in Equivalent or Actual Role

• Participant calling for information

• Angry participant complaint• Impaired participant (e.g.,

hard of hearing, confused)• Ex-spouse of participant

requesting information• Etc.

Traits/CharacteristicsUnique to Individual—Must Be Part of Selection Criteria

•Energetic•Patient•Able to multi-task•Etc.

Process/Task PerformanceUnique to Role at Company—Must Be Learned at Company

•Greet callers•Access account data•Provide information•Etc.

(Company) Industry Knowledge Unique to Industry—May Be “Selected For” or Learned at Company

•Legal/regulatory•Standards•Marketplace•Etc.

Example: Call Center Agent

Performance

Supporting Supporting

Supporting

Supporting


Example: Section of Engineer Capability List

Raw analysis data has to eventually be converted to an organized set of capabilities.

Qualification Catalog

04 Tools/Equipment/Machinery04.01 Tools/Equipment/Machinery (General)04.02 Analysis/Design Tools04.03 Requirements Tracing Tools04.04 Defect Tracking Tools04.05 Configuration Management Tools04.06 Loaders04.07 Software Development Tools04.08 Hardware Development Tools

04.08.01 Mechanical Design/Development04.08.02 Electrical Design/Development

04.08.02.01 DSP Tools04.08.02.02 Viewdraw04.08.02.03 View Sim04.08.02.04 Mentor Graphics

Category

Parent2nd Level

Individual Qualification Items

Parent1st Level

User assesses his/her

capability at this level


Activity: You Own a Cleaner/Laundry Business!

Diagram of the business

Worksheet

Three to four other participants and your imaginations

Supporting Materials:

Break a simple performance into capabilities

Identify as either “performance” or “supporting”

Classify supporting capabilities

Purpose:

The Clothes Pin


Activity: The Business

You are the majority stockholder of a privately held laundry/ cleaning business. Overall, revenue is $2.6M/yr.

Central Plant• Services

- Customer service- Laundry and pressing- Dry cleaning- Drapery cleaning- Fur storage

• Labor: Mostly full-time• Hours:

- Open to public from 6:30am to 8pm, M-Sat

- Operations 24 hours

Storefront (x3)• Services

- Laundry and pressing- Customer service

• Labor: Mix of part-time and full-time

• Hours: - Open to public from

6:30am to 8pm, M-Sat- Operations 24 hours

Clothes may be processed at either location, depending on workload and type of processing

The Clothes Pin

The Clothes Pin


Activity: Your (Business) Goal

You would like to deliver consistent customer service at all locations and be able to move employees from site to site as needed. For that to work, you will need to be more systematic about the way you manage the capabilities of your workers.

Your first priority is customer service. Your current situation includes the following:The cash register/ order processing system at the plant is different (more complex and newer) than at the three sites.Sites 1 and 2 use the same equipment. Site 3 uses an older system that is mostly manual. (You purchased the third site last year from a competitor that retired.)Most of your labor at Site 2 are students from a nearby college. However, the majority of your labor force is made up of late/ middle-age, lower education workers. Many speak only minimal English.

You decide to analyze the process for receiving an order, from greeting the customer to transferring the order to operations. (This includes entering the order, sorting and bagging the clothes, and tagging the bag. The order is transferred when the bag is dropped in the “in” basket and the order is forwarded in the system.)

The Clothes Pin

The Clothes Pin


Capabilities Worksheet

Capability

Perfo

rman

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Supporting

PRH Consulting Inc. 20 Danada Square West, Wheaton, IL USA ph: (630) 682-1649 web: www.prhconsulting.com

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Capabilities Worksheet

Capability

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PRH Consulting Inc. 20 Danada Square West, Wheaton, IL USA ph: (630) 682-1649 web: www.prhconsulting.com

Info

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Activity: Your (Activity) Goal

Work in groups of four to six people.

Break the customer service work into a set of capabilities. Go into as much (or as little) detail as you need to be able to

The Clothes Pin

The Clothes Pin

Identify whether each is a performance or supporting capability.

Categorize the supporting capabilities

Tip: Don’t worry about getting them organized at this point—we’ll do that next.


Technology Integrated Solution Set

“For a successful technology, reality must take precedence over public relations, for Nature cannot be fooled. ”

Richard Feynman

22

Solutions are specific ways of meeting a need—more than one will often work but there are always trade-offs.


Overall System View



Business Processes

Business Processes

Business Processes

Role Definition

Business Processes

Business Processes

Business Processes

Business Processes

Business Processes

Business Processes

Role Definition








TRAINING, OTHERS

HR



WORK PROCESSES

LEADERSHIP



Start from Capability Requirements…

…then design an integrated set of solutions.

Requirements

•Capability A•Subcap 1•Subcap 2•Subcap 3

•Capability B•Subcap 1•Subcap 2•Subcap 3

•Etc.

Capability-Related Interventions

Capability-Related Objects

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Career Path

Training

Qualification Test(s)

Selection Instruments

Knowledge Management

Career Path

Training

Qualification Test(s)

Selection Instruments

Knowledge Management

Capability-Related Interventions

…OR define a library of components that can be shared across the organization.


Activity Part 2: You Still Own a Cleaner/Laundry Business!

Starter capability model diagram

Four to six other participants and your imaginations

Supporting Materials:

Consolidate/ clarify capabilities for communication

Distill wording/ consolidate to manageable level of detail

Identifying categories to help with communication and sharing

Purpose:

The Clothes Pin

The Clothes Pin


Technology Data-Management and Storage Taxonomies

33

“Not afraid?? You will be…You will be.”

Yoda

An effective approach requires an intuitive interface (for the user) but the ability to handle the necessary complexity.




Business Processes

Business Processes

Business Processes

Role Definition

Business Processes

Business Processes

Business Processes

Business Processes

Business Processes

Business Processes

Role Definition








TRAINING, OTHERS

HR



WORK PROCESSES

LEADERSHIP


Overall System View


Key: Managing Lots of Small Components

From the “Supplier” Perspective

From the Business User Perspective

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Org 1, Role 1 Org 2, Role 1

A J R Q

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Interpersonal Technical Legal/Regulatory Etc.


“Complex” and “Complicated” are Two Different Things


There are basic components in a number of disciplines.

Cooking uses recipes…

3 cups tomato sauce 1 1/4 cups flavored croutons 1/3 cup grated Parmesan 2 eggs 1 tablespoon chopped fresh parsley 1 tablespoon chopped fresh oregano 1 teaspoon finely chopped rosemary 1 teaspoon finely chopped thyme 1 clove garlic 1 pound flank steak, pounded to 1/4-inch thick Olive oil, for brushing Salt and pepper Vegetable oil, for searing

Preheat the oven to 350 degrees F. Place the tomato sauce in a 9 by 13-inch baking dish and place in the oven to heat. In a the bowl of a food processor mix the croutons, cheese, eggs, herbs and garlic until it forms a paste. Brush the pounded flank steak with the olive oil and season generously with the salt and pepper. Spread the filling evenly over the meat. Roll tightly and tie with butcher's twine. In a large saute pan heat 1 to 2 tablespoons of vegetable oil and sear all sides of the rolled meat. Remove from the pan. Add to the hot tomato sauce, cover with a tin foil tent so that the foil is not touching the meat. Braise for 35 minutes or, up to 3 hours.

Ingredients

Procedure


In chemistry, they have the periodic table of the elements…

These “ingredients” are used to create a innumerable amount of compounds

Source: http://www.webelements.com/


Manufacturing Uses the Bill of Materials

Source: http://www.planitplay.com/playsets-discovery-swingset.html


Taxonomies are Not Easy In Any Setting

“Categories, which designate rank in a hierarchy, and taxa (plural for taxon), which designates named groupings of organisms, are thus two very different kinds of phenomena. Controversy usually reigns supreme [emphasis added]over whether or not a particular group is truly distinct enough to be a new taxon. If it is a new taxon, taxonomists then determine which category the taxonwill be placed in…”


What Would a “Human Performance Capability Taxonomy” Look Like?

It would describe content vs. type (e.g., rather than “concepts” it would contain the actual intended concepts)

Organized in a way that fits the business (e.g., roles, technologies, functions, processes)

Can be “rolled up” or “drilled down” but, ultimately able to go to small components (like Bill of Materials)

Discrete, definable, specific—can be developed independently

Relational—some are subordinate to one or many others

Capability: Ability to “do stuff”—kind of like objectivesCapability: Ability to “do stuff”—kind of like objectives


Example: Engineer Performance

“Assignable Chunk”

Tasks/ Components


Example Supporting Capabilities: Engineer

Certain capabilities support the performance of tasks

02.01.03 Computer interfaces (I/O)02.01.03.01 RS232/423

02.01.03.02 Interconnect board design

02.01.03.03 Bus technology

02.01.03.04 Fiber optics

02.01.03.05 Digital I/O

The capability for each in this category may be•Knowledge of what it is•Knowledge of how it works•Knowledge of its strengths and limitations•Information sources for more detail


Technology Communities of Knowledge and Practice

“In the great cult of behavior, knowledge is given the place of honor—knowledge for its own sake.”

Thomas Gilbert

44

To build, implement, and improve integrated solutions requires cross-functional participation and ownership.


What Type of Communities Do We Need?

Providers

Leadership/champions to • Support the integration• “Referee” difficult

decisions

Cross-functional teams to • Analyze work, • Define the capabilities• Design solution elements

“Subject area” liaisons

End-Users

“Subject area owners” to provide know-how and content to provider teams on performance and/or supporting capability areas

Application users (i.e., managers and individual contributors)

Leaders/champions


So What? Potential Next Steps

“Sooner or later, every good idea degenerates into work.”

Peter Drucker


How to Make This Work Without Trying to “Boil the Ocean”

Set up the structure—create prototypes of• The various deliverables (e.g., career path, capability

model, etc.)• Simple data management plan

Find toward a manageable “end to end” application (or even a focused pilot)

Expand to other areas on a strategic need basis


Summary and Q & A

The business needs capable performers

Competencies, skill dictionaries, and training curriculum alone are too static or unstructured to meet the business need—things change constantly

Instead of continuous churn• Analyze work down to the components of capability• Construct an integrated HR solution set based on the

components of capability• Build and manage the components of the system to keep

them in alignment with the design

Plan for upcoming business changes to get ahead of the impact on capability requirements


For More Information . . .

Contact See Also

Peter R. HybertPRH Consulting, Inc.20 Danada Square West, #102Wheaton, IL 60187phone: 630.682.1649email: [email protected]: www.prhconsulting.com

Articles available on the website (or by request)

• Systems that Help People Get Work Done*• Give the Customer What He Meant to Ask

For (published in Performance Improvement, Vol. 40, #9)*

• Training versus Non-training Solutions• Performance-Based Training is (a Little)

Harder to Do• Simulations for Corporate Training• Curriculum architecture design for retail site

managers • Qualification system for engineers• And more…

* Available here as supplies last. Other topics also available.


Session Presenter

Peter R. Hybert

Pete has been in the human performance improvement field since 1984 and has been a consultant since 1989.

His clients include many Fortune 500 firms. He has analyzed, designed, and developed training and development for almost every type of business function and process.

Pete is the author of more than twenty articles and has presented more than twenty times at international conferences and local chapters of ISPI, ASQ, and ASTD. He has also served as the chairperson for ISPI’s Awards of Excellence Committee and a President of the Chicago Chapter of ISPI.

Analyzed over 100 jobs and work processes

Designed over 40 modular curriculum architectures and developed over 50 training and performance support solutions

Designed, developed, and implemented qualification systems and instruments for engineers, technicians, validation specialists, project managers, and service engineers

Designed, developed, and implemented performance-based competency systems, including assessment tools, coaching tools, and links to curriculum


Session Close

Please remember toPlease remember tofill out a session evaluation form!fill out a session evaluation form!


All-Too-Common Situations

Dis-integrated efforts to define and support human performance across the organization

Individual development plans are based on employee interests and “what’s cool to learn” more than business process/management needs

Recruiting is disconnected from an assessment of needed capabilities (in terms of specific capabilities and the number of capable employees needed)

By the time training and reference materials are available for a new performance area, it is late

It is difficult to identify the performance impact of changes to the business and rapidly adjust to them


How It Might Look to an Employee

I can

Identify the capabilities I need to be successful

Identify the capabilities I need to prepare for my next role

Get training on specific capabilities I need

Qualify (i.e., have objective evidence of capability)


How It Might Look to a Manager

I can

Identify the capabilities I need in my department

Identify the capabilities I have in my department

Anticipate future capabilities I need to either develop or recruit for my group

Prioritize employee development plans/ expenses based on capabilities needed by the business


How It Might Look to an Executive

I can

Determine and plan for capabilities needed to address large-scale changes (e.g., initiatives, new technology, growth, outsourcing, new markets)

Prioritize development costs/ budgets based on value to the business strategy

Manage capability as a strategic asset


Once You Learn the Pattern…It’s Simple


Overview: Capability Model

PharmaceuticalsPharmaceuticals

Manufacturing LeadershipManufacturing Leadership CAPABILITY MODEL – v08/06/02

1st Line Leader1st Line LeaderP E R F O R M A N C E C A P A B I L I T I E S

(Defines capability to perform job duties as outlined by sub-points)

Minimum needed for all leaders—additional levels of expertise will be needed for leadership in a particular function or network.Elemental: Possesses general awareness of key principles and is capable of making simple decisions regarding the proper application of this competency in an operational environment.Proficient: Possesses substantial knowledge/skill in key principles and is capable of making complex decision regarding the application of this competency in an operational environment.

Mastery: Possesses deep knowledge and expertise and can work in complex situations that require the application of this competency in an operational environment. Can advise/coach others on how the technical aspects of this competency affect general/business issues.

S U P P O R T I N G S K I L L S & K N O W L E D G E(Defines underlying capabilities that support one or many of the performance competencies)

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Implement site- and externally-driven process changesImplement culture changesLeading

Change

Managing Relationships

with Key Stakeholders

Interface with internal stakeholders (e.g., other work centers)

Building Organizational/

Functional Capability

Assess existing competencies and skills, provide input into capability gaps, and support solutions within your work groupTranslate gaps to individual PMs

On request, provide input to business planOperations

Planning & Management

Apply performance standards to your work group and lead the disciplines to achieve them

On request, participate in an emergency management team

Participate in emergency management responses and drills as needed

Recognize need for and implement emergency management (e.g., “command and control”) in your area

Managing Emergencies

On request, provide input to a long-range plan

Strategic Planning

Translate the vision/purpose for your work group and gain commitment

Provide input to the team vision/purpose

Assess exceptions (e.g., process adjustments, deviations, or changes)Resolve and/or negotiate solutions with up/downstream stakeholdersCommunicate and implement adjustments, corrections, and changesDocument adjustments, corrections, and changes

Operations Management and Process Improvement

Collect data for operational performance metrics for your work group; people, product, processes, financials, facilities, equipment and quality

Manage work group capacity and throughput Manage employee qualification and training

Translate the business plan into a work plan and schedule for your work group

Operations Planning for Execution Monitor the flow of work between your work group and internal suppliers/customers

P R O D U C T I O NP R O D U C T I O NDevelop a succession plan for your work groupSelect and develop employees for work group(from internal and external candidates) Coach employee career planning/progression

Implement RxP rewards (e.g., promotion, merit)Facilitate the performance management processManage the discipline process

Coach and provide performance feedback to direct reports and other employees

Managing People

Complete HR administrative tasksDesign and implement recognition systems for your work group

Managing Facilities

Maintain a safe and healthy work environment Maintain reliable equipment

Manage equipment qualification

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BenchmarkingBusiness Skills

Elemental: awareness of general business models and concepts used by your work group

QualityLeadership ModelsBudgeting and Accounting

Business Tools (e.g., Theory of Constraints)

TroubleshootingTeam CommunicationsIntensity and Focus

Developing Effective Relationships with Subordinates, Peers, and SuperiorsBusiness & Technical Writing

RxP Leadership Behaviors

Valuing DifferencesBuilding Networks

Personal Skills and ValuesMastery: skill in very challenging interpersonal interactions (e.g., presentations to large groups, authorities, and/or experts)

Absence/Attendance Compensation/Merit Employment Law Development PlanningReward & RecognitionDiscipline ProcessPerformance Management

Confidentiality/ Intellectual Property

HR Policies/ ProcessesProficient: knowledge of key HR policies/ processes related to management of employees

Accountability for Success/Failures

Implementing Change

Decision-MakingManaging Resources Across Competing Priorities

Assessing and Coaching PerformanceLearning Facilitation/Teaching

Team Development

Delegation

Business /Management DisciplineMotivating Others

Management/Leadership SkillsMastery: model leadership behaviors in interactions with peers, subordinates, and those outside RxP

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External Regulatory Process

Health, Safety, Environment

Quality Systems

Global Corporate Mfg. Practices

RxP Compliance Policies and Procedures

Regulatory

Elemental: general awareness of regulatory requirements governing your work area and the associated compliance activities

Process Capability Supply Chain

Business PlanningInformation systems

RxP Business Processes & ToolsElemental: general awareness of key processes and tools of your work group

Applied Science

Elemental: awareness of the key science disciplines and how they integrate to make medicine

Engineering

Chemistry

Microbiology

Statistics/Math

Biotechnology

Pharmaceutics

Product Manufacturing ProcessesElemental: general awareness of your product(s), how it is produced, and key factors impacting quality and compliance

Production Processes, e.g.,

Your Product

-Fermentation-Isolation-Wet Granulation-Cleaning-Sterile Operations

Equipment, e.g.,-Lab-Production

Elemental: awareness of the business environment and RxP’sposition within it

Pharmaceutical Industry

Drug Development Stages

Competitive Landscape-RxP-Your Product/Functional Discipline

-Value Chain-Healthcare Marketplace

Manufacturing and Quality Organization/NetworkElemental: awareness of how to work with your up and downstream internal customers, suppliers, and resources

Global Regulatory Affairs

Materials Management

Corp. U-College of Mfg & Quality

Supply Chain

3rd Party Manufacturers

HR

Accounting/Finance

LegalHealth, Safety, Environment

Maintenance

QA/QC/QCL

Mfg. SciTechEngineeringProduction

Utilities/FacilitiesAutomation (Process)

Manufacturing Beliefs








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Utilities/FacilitiesAutomation (Process)


SPEAKERONLY


Close Up: Performance Capability

Leadership in Operations—Capability Model Information Confidential and Proprietary to Rx PharmaceuticalsDesign © 2002 PRH Consulting Inc. Wheaton, IL. USA(630) 682-1649Inc.








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Applied Science


Engineering

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Drug Development StagesCompetitive Landscape

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HR

Accounting/Finance


Maintenance

QA/QC/QCL


Utilities/Facilities

Automation (Process)




Operations Planning for Execution Monitor the flow of work between your work group and internal suppliers/customersManage work group capacity and throughput Manage employee qualification and training


Operations Planning for Execution Monitor the flow of work between your work group and internal suppliers/customersManage work group capacity and throughput Manage employee qualification and training


Operations Planning for ExecutionOperations Planning for Execution Monitor the flow of work between your work group and internal suppliers/customers

Back

SPEAKERONLY


Overview: Manufacturing Leader Assessment Tool1ST LINE LEADER COMPETENCY ASSESSMENT

1st Line Leader Competency Model 1st Line Leader Competency ModelRx Pharmaceuticals


Rx PharmaceuticalsDesign Concept © 2002 PRH Consulting Inc. Wheaton, IL Design Concept © 2002 PRH Consulting Inc. Wheaton, IL

CORE OPERATIONS MANAGEMENT & LEADERSHIPCORE OPERATIONS MANAGEMENT & LEADERSHIP CORE OPERATIONS MANAGEMENT & LEADERSHIPCORE OPERATIONS MANAGEMENT & LEADERSHIP

43

N/A = 0; Elemental = 1 or 2; Proficient = 3 or 4; Mastery = 5 or 6

(See full description of the Rating Scale on page 2)







1-23

1-10, 1-11, 1-12

1-10, 1-11, 1-12, 1-23

1-23

1-7

1-3, 1-10, 1-11, 1-12

1-22

1-23, 1-24

1-24

1-3, 1-4

1-3, 1-4

1-3, 1-4

1-22





Assess existing competencies and skills, provide input into capability gaps, and support solutions within your work group

Translate gaps to individual Performance Model goals

On request, provide input to a long-range team plan



On request, provide input to business plan


Implement site- and externally-driven process changes

Implement culture changes

Ensure a safe and healthy work environment, equipment, and facility

Maintain reliable equipment


1-6, 1-7, 1-30

1-6, 1-7, 1-30, 1-31, 1-65

1-6, 1-7, 1-31, 1-60, 1-65

1-6, 1-31, 1-65

1-24, 1-54

1-24,

1-4

1-6, 1-31, 1-65

1-6, 1-31, 1-60, 1-65

1-24

1-5, 1-10, 1-11, 1-12

1-5, 1-10, 1-11, 1-12,1-21, 1-53, 1-54, 2-54

1-10, 1-11, 1-12

1-10, 1-11, 1-12

1-24

1-3

1-6, 1-7, 1-30

1-6, 1-7, 1-30

1-6


Monitor the flow of work between your work group and internal suppliers/customers

Manage work group capacity and throughput

Manage employee qualification and training

Collect data for operational performance metrics for your work group; people, product, processes, financials, facilities, equipment, and quality

Assess exceptions (e.g., process adjustments, deviations, or changes)

Resolve and/or negotiate solutions with up/downstream stakeholders

Communicate and implement adjustments, corrections, and changes

Document adjustments, corrections, and changes

Develop a succession plan for your work group

Select and develop employees for work group (from internal and external candidates)

Facilitate the performance management process

Manage the discipline process

Complete HR administrative tasks


Coach employee career planning/progression

Implement RxP rewards (e.g., promotion, merit)

Design and implement recognition systems for your work group

Stra

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CurrentProficiency

Development Events

High Priority

?v

TargetProficiency

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6 0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6 0 1 2 3 4 5 6

0 1 2 3 4 5 6 0 1 2 3 4 5 6

0 1 2 3 4 5 6 0 1 2 3 4 5 6

0 1 2 3 4 5 6 0 1 2 3 4 5 6

0 1 2 3 4 5 6 0 1 2 3 4 5 6

0 1 2 3 4 5 6 0 1 2 3 4 5 6

0 1 2 3 4 5 6 0 1 2 3 4 5 6

0 1 2 3 4 5 6 0 1 2 3 4 5 6

0 1 2 3 4 5 6 0 1 2 3 4 5 6

0 1 2 3 4 5 6 0 1 2 3 4 5 6

CurrentProficiency

Development Events

High Priority

?v

TargetProficiency

1ST LINE LEADER COMPETENCY ASSESSMENT

1st Line Leader Competency Model 1st Line Leader Competency ModelRx Pharmaceuticals


Rx PharmaceuticalsDesign Concept © 2002 PRH Consulting Inc. Wheaton, IL Design Concept © 2002 PRH Consulting Inc. Wheaton, IL

CORE OPERATIONS MANAGEMENT & LEADERSHIPCORE OPERATIONS MANAGEMENT & LEADERSHIP CORE OPERATIONS MANAGEMENT & LEADERSHIPCORE OPERATIONS MANAGEMENT & LEADERSHIP

43









1-23

1-10, 1-11, 1-12

1-10, 1-11, 1-12, 1-23

1-23

1-7

1-3, 1-10, 1-11, 1-12

1-22

1-23, 1-24

1-24

1-3, 1-4

1-3, 1-4

1-3, 1-4

1-22





Assess existing competencies and skills, provide input into capability gaps, and support solutions within your work group

Translate gaps to individual Performance Model goals

On request, provide input to a long-range team plan



On request, provide input to business plan


Implement site- and externally-driven process changes

Implement culture changes

Ensure a safe and healthy work environment, equipment, and facility

Maintain reliable equipment


1-6, 1-7, 1-30

1-6, 1-7, 1-30, 1-31, 1-65

1-6, 1-7, 1-31, 1-60, 1-65

1-6, 1-31, 1-65

1-24, 1-54

1-24,

1-4

1-6, 1-31, 1-65

1-6, 1-31, 1-60, 1-65

1-24

1-5, 1-10, 1-11, 1-12

1-5, 1-10, 1-11, 1-12,1-21, 1-53, 1-54, 2-54

1-10, 1-11, 1-12

1-10, 1-11, 1-12

1-24

1-3

1-6, 1-7, 1-30

1-6, 1-7, 1-30

1-6




Manage employee qualification and training

Collect data for operational performance metrics for your work group; people, product, processes, financials, facilities, equipment, and quality

Assess exceptions (e.g., process adjustments, deviations, or changes)

Resolve and/or negotiate solutions with up/downstream stakeholders

Communicate and implement adjustments, corrections, and changes

Document adjustments, corrections, and changes

Develop a succession plan for your work group

Select and develop employees for work group (from internal and external candidates)

Facilitate the performance management process

Manage the discipline process

Complete HR administrative tasks


Coach employee career planning/progression

Implement RxP rewards (e.g., promotion, merit)

Design and implement recognition systems for your work group

Stra

tegi

cPl

anni

ngSt

rate

gic

Plan

ning

Ope

ratio

ns

Plan

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Man

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CurrentProficiency

Development Events

High Priority

?v

TargetProficiency

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6 0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6 0 1 2 3 4 5 6

0 1 2 3 4 5 6 0 1 2 3 4 5 6

0 1 2 3 4 5 6 0 1 2 3 4 5 6

0 1 2 3 4 5 6 0 1 2 3 4 5 6

0 1 2 3 4 5 6 0 1 2 3 4 5 6

0 1 2 3 4 5 6 0 1 2 3 4 5 6

0 1 2 3 4 5 6 0 1 2 3 4 5 6

0 1 2 3 4 5 6 0 1 2 3 4 5 6

0 1 2 3 4 5 6 0 1 2 3 4 5 6

0 1 2 3 4 5 6 0 1 2 3 4 5 6

CurrentProficiency

Development Events

High Priority

?v

TargetProficiency

SPEAKERONLY


Close Up: Manufacturing Leader Assessment Tool





1-6, 1-7, 1-30

1-6, 1-7, 1-30

1-6, 1-7, 1-30

1-6




Manage employee qualification and training Ope

ratio

ns

Plan

ning

for

Exec

utio

n

Ope

ratio

ns

Plan

ning

for

Exec

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n

CurrentProficiency

Development Events

High Priority

?v

TargetProficiency

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6 0 1 2 3 4 5 6





1-6, 1-7, 1-30

1-6, 1-7, 1-30

1-6, 1-7, 1-30

1-6




Manage employee qualification and training Ope

ratio

ns

Plan

ning

for

Exec

utio

n

Ope

ratio

ns

Plan

ning

for

Exec

utio

n

CurrentProficiency

Development Events

High Priority

?v

TargetProficiency

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6 0 1 2 3 4 5 6

Back

SPEAKERONLY


Overview: Development Path

Content © 2003 NVC Petrochemical CorporationDesign © 2003 PRH Consulting Inc.

Notes

1. This curriculum path illustrates the preferred sequence of development and qualification, however, business needs may require modification of the sequence.

2. This path assumes the availability of training at the Camden Park facility. The intent is to teach fundamentals and skill-building at Camden Park while conducting all qualifications on-the-job.

NotesNotes



PROJECT TEAM MEMBERSPROJECT TEAM MEMBERS

Analysis/Design TeamAnalysis/Design TeamAllen Averson Jack GrossmanBrian Bosworth Max HeadrumKerry Citchell Francis IgnacioChris Daniels Christine Martin

Internal Project Manager:Internal Project Manager: Bill Michaels

Project Steering Team:Project Steering Team: Dan Adams, Jill Jackson, Patrick Loos, Bill Michaels, Sue Parkson, Matt Roberts, Bill Thoreau

###Training Unit Title### Activity Title

### Activity Title

QQQ

Audience:Audience: Equipment Prep Operators

Project:Project: Manufacturing Operators

Project #:Project #: NVC 111

Date:Date: 02/02/03

For:For: NVC Corporate University, College of Manufacturing

By:By: Peter R. Hybert and Dottie A. SoelkePRH Consulting Inc.3 Danada Square East, #101Wheaton, IL 60187630.682.1649

DutyDuty= A-Type= Disassembly/Assembly= Wash= Bottle Wash= Autoclave= General Availability StatusAvailability Status

= Fully available

= Partially available (e.g., may be out of date, or intended for another audience, etc.)

= Not available (i.e., needs to be acquired or developed)

Training TypeTraining Type

= Training that provides information

= Performance-related training that takes place in a simulated or real-world work environment

= Qualification activity

WWW

III

QQQ

AutoclaveAutoclaveAutoclaveBottle WashingBottle WashingBottle WashingEquipment WashingEquipment WashingEquipment WashingA-Type EquipmentAA--Type EquipmentType Equipment

B Plant Equipment Prep Operators

B PlantB PlantB Plant

Camden ParkCamden Camden ParkPark

B Plant B Plant B Plant

Observation of Equipment Prep

65

Overview of Equipment Prep

64

Welcome to the Equipment Prep Area

39

Observation of A-Type Equipment Prep

72

Overview of A-Type Equipment Prep

71

Introduction to A-Type Equipment Preparation

37

Observation of Disassembling/ Assembling Equipment

132

Overview of Disassembling/ Assembling Equipment

131

Introduction to Disassembling/ Assembling Equipment

38

Observation of Washing Equipment

273

Overview of Washing Equipment

141

Introduction to Washing Equipment

31

Observation of Bottle Washing

259

Overview of Bottle Washing

258

Introduction to Bottle Washing

77

Observation of Autoclaving Equipment

149

Overview of Autoclaving Equipment

148

Introduction to Autoclaving Equipment

78

Documentation of Autoclave Runs Procedure (99-012)

74

Tools, Materials, and Supplies for Equipment Prep

260

Preparing A-Type Equipment Operation Demo

261

Preparing A-Type Equipment Pre-Qualification

240

Preparing A-Type Equipment Operation Skill Practice

73

Checking Laminar Flow Operation Demo and Skill Practice

69

Preparing A-Type Equipment

41

Preparing Tubing for Washing Operation Demo and Skill Practice

137

Preparing Materials, Parts, and Equipment for Filtration or Manufacturing Operation Demo and Skill Practice

138

Cleaning Equipment and Parts Not for Immediate Use Operation Demo and Skill Practice

139

Tools, Materials, and Supplies for Disassembling/ Assembling Equipment

168

Filtration Equipment Preparation for Petrochemical Solutions Procedure (99-027)

169

Operation of Portable Scales and Benchtop Balances Procedure (99-052)

170

PCAs Procedure (99-036)171

Preparation and Sterilization of Millipore Millipak Filters Procedure (99-018)

172

Filling Equipment Preparation for Line A Procedure (99-080)

173

Filter Housings for 10 Membrane Cartridges Procedure (99-017)

174

Seal Clean Filters, Housings: Clean and Prep Procedure (99-015)

175

Disassembling/ Assembling Equipment Operation Demonstration

209

Disassemble/Assemble Equipment Pre-Qualification140

Preparing Equipment for Washing Operation Demo and Skill Practice

136

Disassembling/ Assembling Equipment

42

Washing Tubing Pre-Qualification275

Washing Equipment Ultrasonically - Pre-Qualification

277

Computer Controlled Schlueter Combination Washer Cleaning Procedure(287)

180

Computer Controlled Compartment Washer Procedure (99-070)

183

Computer Controlled Bronson Parts Washer Procedure (99-333)

181

Visual Inspection of Equipment Procedure (99-236)178

Cleaning and Sterilization Method of Tubing Procedure (99-076)

177

Introduction to Tools and Supplies for Washing Equipment-Cabinet Washer

182

Introduction to Tools and Supplies for Washing Equipment-Ultrasonically

179

Introduction to Tools and Supplies for Washing Tubing

176

Washing Tubing Operation Demonstration274

Washing Equipment in the Cabinet Washer Pre-Qualification

210

Washing Equipment in the Cabinet Washer Operation Demo and Skill Practice

145

Washing Equipment Using the Ultrasonic Wash, Rinse, and Parts Washer Operation Demo and Skill Practice

144

Washing Tubing Operation Skill Practice143

Washing Equipment

43

Introduction to Tools and Supplies for Washing Bottles

184

Washing and Sterilization of Vials Procedure (999-300)

185

Washing Bottles Pre-Qualification

257

Washing Bottles Operation Demo and Skill Practice

146

Washing Bottles

50

Tools, Materials, and Supplies for Autoclaving Equipment

279

Autoclave Pre-Qualification233

Pattern Loads for A Type Parts Procedure (99-1560)

231

Autoclave Cleaning (OJT) Procedure (99-320)

220

Performing Weekly Air Removal Test for Autoclaves Procedure (99-315)

217

Operation Instructions for Production Autoclaves with Touchscreen Control Procedure (99-318)

208

Cycles for B Plant Production Autoclaves Procedure (99-316)

207

Receipt and Disposition of Expendable Materials Procedure (99-759)

206

Caustic Wash of Product A Equipment Procedure (99-065)

205

Laminar Flow Hood HEPA Filter Inspection Procedure (99-163)

204

Performing Weekly Air Removal Tests for Autoclaves Procedure (99-315)

203

Autoclave Operation Demo and Skill Practice

202

Autoclaving Equipment

44

Debrief/Transition to Preparing Equipment at B Plant

152

Debrief/Transition to Equipment Preparation at B Plant

45

A-Type Equipment Preparation Guided Practice

234

A-Type Equipment Preparation Qualification

154


48

Disassembling/ Assembling Equipment Guided Practice

235

Disassembling/ Assembling Equipment Qualification

153


49

Equipment Washing Guided Practice

236

Equipment Washing Qualification

155


47

Bottle Washing Qualification

239

Bottle Washing Guided Practice

238

Bottle Washing Qualification56

Autoclaving Equipment Guided Practice

237

Autoclave Equipment Qualification

156

Autoclaving Equipment Qualification

46QQQ QQQ QQQ QQQ QQQ

WWW WWWWWWWWWWWW

III III III III III III

III

Disassembling/Assembling EquipmentDisassembling/Assembling Disassembling/Assembling EquipmentEquipment

Content © 2003 NVC Petrochemical CorporationDesign © 2003 PRH Consulting Inc.

Notes



NotesNotes



PROJECT TEAM MEMBERSPROJECT TEAM MEMBERS

Analysis/Design TeamAnalysis/Design TeamAllen Averson Jack GrossmanBrian Bosworth Max HeadrumKerry Citchell Francis IgnacioChris Daniels Christine Martin

Internal Project Manager:Internal Project Manager: Bill Michaels

Project Steering Team:Project Steering Team: Dan Adams, Jill Jackson, Patrick Loos, Bill Michaels, Sue Parkson, Matt Roberts, Bill Thoreau

###Training Unit Title### Activity Title

### Activity Title

QQQ

Audience:Audience: Equipment Prep Operators

Project:Project: Manufacturing Operators

Project #:Project #: NVC 111

Date:Date: 02/02/03

For:For: NVC Corporate University, College of Manufacturing

By:By: Peter R. Hybert and Dottie A. SoelkePRH Consulting Inc.3 Danada Square East, #101Wheaton, IL 60187630.682.1649

DutyDuty= A-Type= Disassembly/Assembly= Wash= Bottle Wash= Autoclave= General Availability StatusAvailability Status

= Fully available

= Partially available (e.g., may be out of date, or intended for another audience, etc.)

= Not available (i.e., needs to be acquired or developed)

Training TypeTraining Type

= Training that provides information

= Performance-related training that takes place in a simulated or real-world work environment

= Qualification activity

WWW

III

QQQ

AutoclaveAutoclaveAutoclaveBottle WashingBottle WashingBottle WashingEquipment WashingEquipment WashingEquipment WashingA-Type EquipmentAA--Type EquipmentType Equipment

B Plant Equipment Prep Operators

B PlantB PlantB Plant

Camden ParkCamden Camden ParkPark

B Plant B Plant B Plant

Observation of Equipment Prep

65

Overview of Equipment Prep

64

Welcome to the Equipment Prep Area

39

Observation of A-Type Equipment Prep

72

Overview of A-Type Equipment Prep

71

Introduction to A-Type Equipment Preparation

37

Observation of Disassembling/ Assembling Equipment

132

Overview of Disassembling/ Assembling Equipment

131

Introduction to Disassembling/ Assembling Equipment

38

Observation of Washing Equipment

273

Overview of Washing Equipment

141

Introduction to Washing Equipment

31

Observation of Bottle Washing

259

Overview of Bottle Washing

258

Introduction to Bottle Washing

77


149


148


78

Documentation of Autoclave Runs Procedure (99-012)

74

Tools, Materials, and Supplies for Equipment Prep

260

Preparing A-Type Equipment Operation Demo

261

Preparing A-Type Equipment Pre-Qualification

240

Preparing A-Type Equipment Operation Skill Practice

73

Checking Laminar Flow Operation Demo and Skill Practice

69

Preparing A-Type Equipment

41

Preparing Tubing for Washing Operation Demo and Skill Practice

137

Preparing Materials, Parts, and Equipment for Filtration or Manufacturing Operation Demo and Skill Practice

138

Cleaning Equipment and Parts Not for Immediate Use Operation Demo and Skill Practice

139

Tools, Materials, and Supplies for Disassembling/ Assembling Equipment

168

Filtration Equipment Preparation for Petrochemical Solutions Procedure (99-027)

169

Operation of Portable Scales and Benchtop Balances Procedure (99-052)

170

PCAs Procedure (99-036)171

Preparation and Sterilization of Millipore Millipak Filters Procedure (99-018)

172

Filling Equipment Preparation for Line A Procedure (99-080)

173

Filter Housings for 10 Membrane Cartridges Procedure (99-017)

174

Seal Clean Filters, Housings: Clean and Prep Procedure (99-015)

175

Disassembling/ Assembling Equipment Operation Demonstration

209

Disassemble/Assemble Equipment Pre-Qualification140

Preparing Equipment for Washing Operation Demo and Skill Practice

136

Disassembling/ Assembling Equipment

42

Washing Tubing Pre-Qualification275

Washing Equipment Ultrasonically - Pre-Qualification

277

Computer Controlled Schlueter Combination Washer Cleaning Procedure(287)

180

Computer Controlled Compartment Washer Procedure (99-070)

183

Computer Controlled Bronson Parts Washer Procedure (99-333)

181

Visual Inspection of Equipment Procedure (99-236)178

Cleaning and Sterilization Method of Tubing Procedure (99-076)

177

Introduction to Tools and Supplies for Washing Equipment-Cabinet Washer

182

Introduction to Tools and Supplies for Washing Equipment-Ultrasonically

179

Introduction to Tools and Supplies for Washing Tubing

176

Washing Tubing Operation Demonstration274

Washing Equipment in the Cabinet Washer Pre-Qualification

210

Washing Equipment in the Cabinet Washer Operation Demo and Skill Practice

145

Washing Equipment Using the Ultrasonic Wash, Rinse, and Parts Washer Operation Demo and Skill Practice

144

Washing Tubing Operation Skill Practice143

Washing Equipment

43

Introduction to Tools and Supplies for Washing Bottles

184

Washing and Sterilization of Vials Procedure (999-300)

185

Washing Bottles Pre-Qualification

257

Washing Bottles Operation Demo and Skill Practice

146

Washing Bottles

50


279



231


220


217


208


207


206


205


204


203


202


44

Debrief/Transition to Preparing Equipment at B Plant

152

Debrief/Transition to Equipment Preparation at B Plant

45

A-Type Equipment Preparation Guided Practice

234


154


48

Disassembling/ Assembling Equipment Guided Practice

235


153


49

Equipment Washing Guided Practice

236


155


47

Bottle Washing Qualification

239

Bottle Washing Guided Practice

238

Bottle Washing Qualification56


237


156


46QQQ QQQ QQQ QQQ QQQ

WWW WWWWWWWWWWWW

III III III III III III

III

Disassembling/Assembling EquipmentDisassembling/Assembling Disassembling/Assembling EquipmentEquipment

SPEAKERONLY


Close-Up: Development Path

AutoclaveAutoclaveAutoclave


149


148


78


279



231


220


217


208


207


206


205


204


203


202


44


237


156


46 QQQ

WWW

III

At the site

At the training center

At the site

Context

Components and approximation of performance

Performance qualification

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Closer-Up: Development Path


279

Performing Weekly Air Removal Test for 217


208


207


206


205


204


203


202


44 WWW

Back

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Performance vs. Supporting

• Policy about credit for returns• Clarify the caller’s initial question• How to navigate the customer

account data systems

Customer Service Agent

• Competitive product capabilities• How to use the CAD system• Materials characteristics (e.g., melting

point)• Design a cruise control switch

Engineer

• Sterile environment practices• Suturing skills• Executing a specific procedure (e.g.,

angioplasty)• Principles of malpractice claims

Doctor

SupportingPerformanceExample CapabilitiesRoleXX

XXXXX

XX

XX

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BeyondCompetencies ISPI 4-10-06...2006/04/10 · Beyond Competencies— Managing Employee and Organization Capability leveraging know-how for performance! Peter R. Hybert 20 Danada

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