Scott M.

Ford, Human Performance Engineering

For Contractors - Consultant Capabilities Statement

Purpose: To increase your revenue through expanded solutions capability

This document helps match my skill set to both your own service capabilities and the needs of your customers. I offer two ways to generate success for your clients and consulting dollars for you: Supplement: How can my skills support your brand as it stands? I will adapt to your methods, tools, process, and jargon. I may quickly be able to bridge any knowledge gaps between our services. Complement: Which capabilities of mine are a logical extension of your brand? My complementary capabilities can 1) increase the range or depth of your brand, and 2) provide a means to revisit your contacts with an expanded service offering. Lets extend your network of influence within the customer organization. As a team, how can we co-create value for your customer? If you feel one or more of the capabilities below can expand or deepen your customer relationships, call me at (614)792-7683, or email at HPE@columbus.rr.com to discuss further.

Strategic Capabilities
Capability Strategic Analysis Functional Alignment Description Determination of which proposed organizational initiatives will produce the most long term profit through structured interviews, comparative cost-benefit analysis, and organizational constraint identification. Increased departmental collaboration through examination of the white space on the organizational chart between functions. This may include designing new business processes, communication channels, crossfunctional process measures, operating-level agreements, clarification of responsibility and authority, etc. Comparison of program performance with expected outcomes, means, and methods. Sometimes a program is serving a goal that no longer exists and must be discarded or repurposed.

Program Evaluation

Performance Management Capabilities

Capability Process Management Description and Value Establishment of managers as process owners through alignment of accountability, authority, and incentive. Superior process decisions are then possible with the right data and training. Example decisions include planning, responses to new customer demands, new technology, resource allocation, work distribution, and problem solving. Design of a human performance support system that allows subordinates to more effectively self-manage, freeing executives for more strategic matters. Workers will better be able to understand their priorities, have clear authority to solve problems, and improve their performance over time with quality feedback. The manager can make changes to this system as the needs of the business change.

People Management

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Human Performance Engineering, LLC.

HPE@columbus.rr.com

Process-Level Capabilities
Capability Process Improvement Description and Value IS and SHOULD process models are created that identify and quantify all barriers to process performance, as well as their causes. Countermeasures are selected and designed to remove those process barriers. These countermeasures include the way work is handled, the removal of non-value-added tasks, error prevention, work-in-process inventory reduction, information flow, and new revenue opportunities for the customer. Ive done this with business processes spanning 10 or more departments, em ploying thousands of people. A variety of branded methodologies are used: Human Performance Technology, Rummler-Brache Process Improvement, Six Sigma, Lean, Kepner-Tregoe Analytic Troubleshooting, Theory of Constraints, as well as unbranded techniques I have acquired through experience and research. Project Management I can clarify and streamline the customers existing process for project management to achieve superior time, cost, and quality outcomes. Project planning and execution time can be cut by 30% to 50%.

Job-Level Capabilities
Capability Human Performance Improvement Performance Feedback Design Description The cause of poor performance is often a broken human performance support system, rather than a character defect in the job performer. I design performance supports to measurably and substantially improve the productivity, quality, cycle time, cost or customer satisfaction results of any job role. A good feedback system is both corrective (helps the performer improve their own performance over time) and evaluative (basis for promotion, compensation, etc.). This service includes the design of performance measures, reports that that support decision-making, as well as a scorecard-style weighting system that both communicates and rewards organizational priorities. Feedback can be designed for any job role, from line workers to presidents. Behavioral action plans are created for use by executives to align the behavior of individuals, job titles, teams, or functions, with the goals of the larger organization. Both social and financial incentives are made contingent on job performance. The effect is to achieve a high and sustained rate of performance, with little to no use of threat as a motivator. I diagnose skill and knowledge gaps, determine where expertise should be stored (in human memory or in the organizational system), develop job aids and coaching support (if required) to standardize the quality of work, and bring the skills of average performers near to the best performer you have. I can also create a tracking system for the development of the training, trainees, and expert coaches. I identify the necessary skills required of new hires, give managers objective means of talent assessment, and can seamlessly integrate the training requirements for candidates that are selected to reduce the time to competence.

Incentives Design

Training Programs

PerformanceBased Selection

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Human Performance Engineering, LLC.

HPE@columbus.rr.com

Consulting Policies and Style

Policy Performance Partner Integration Constant Customer Alignment Description If you use a branded methodology, I will conform to yours or your customers methods and terminology where needed. I will only mention those services of mine you deem appropriate. I provide updates as my work product takes shape, keeping the customer comfortable knowing the progress I am making, the resources I need, and accepting their input or direction as we proceed. Progress reporting is an essential element of organizational change. I show the path of how I arrive at recommendations, including interview data, quantitative analysis, investigative methods, and how they lead to the conclusions. I dont merely express an opinion, I build a business case. Recommendations are more compelling when the customer sees and agrees with the logic that produced them. I can adjust my consulting style from hands-off facilitator (customer responsible for results), to initiative champion (jointly responsible for results), to doing the work myself (I am responsible for results), depending on the needs of the customer organization. I am comfortable in any industry or function, because I use my process skills and knowledge of human behavior to leverage the value of the customers subject matter experts. The result your customer gets will be exactly matched to their environment. I have project experience in service, manufacturing, government, and retail. I allow the nature of the performance issue to dictate the path of analysis and the conclusions generated. I dont steer the customer into a narrow gap definition that matches my implementation skill set.

Detailed Recommendation Rationale

Role Flexibility

Broad Skill Application

Solutions Neutral

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Human Performance Engineering, LLC.

HPE@columbus.rr.com