Human Performance Improvement Models

𝐔𝐧𝐥𝐨𝐜𝐤𝐢𝐧𝐠 𝐉𝐨𝐛 𝐒𝐚𝐭𝐢𝐬𝐟𝐚𝐜𝐭𝐢𝐨𝐧 & 𝐏𝐫𝐨𝐝𝐮𝐜𝐭𝐢𝐯𝐢𝐭𝐲 𝐰𝐢𝐭𝐡 𝐁𝐞𝐭𝐭𝐞𝐫 𝐉𝐨𝐛 𝐃𝐞𝐬𝐢𝐠𝐧 What if improving job satisfaction and productivity wasn’t about adding more perks… but about how jobs themselves are designed? The Job Characteristics Model (JCM) by Hackman & Oldham highlights five elements that make work meaningful and motivating:  • Skill Variety – Using different skills keeps work interesting.  • Task Identity – Owning a complete piece of work builds pride.  • Task Significance – Knowing your work impacts others creates purpose.  • Autonomy – Having control drives responsibility.  • Feedback – Getting clear results helps you improve and grow. A recent study in the manufacturing sector found that four of these factors—𝐒𝐤𝐢𝐥𝐥 𝐕𝐚𝐫𝐢𝐞𝐭𝐲, 𝐓𝐚𝐬𝐤 𝐈𝐝𝐞𝐧𝐭𝐢𝐭𝐲, 𝐓𝐚𝐬𝐤 𝐒𝐢𝐠𝐧𝐢𝐟𝐢𝐜𝐚𝐧𝐜𝐞, 𝐚𝐧𝐝 𝐅𝐞𝐞𝐝𝐛𝐚𝐜𝐤—explained 𝟔𝟖% of the improvement in job satisfaction and productivity combined 𝗪𝗵𝗮𝘁 𝗢𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻𝘀 𝗖𝗮𝗻 𝗗𝗼  • Redesign roles to increase variety and ownership of tasks.  • Create clear feedback loops so employees know how they’re performing.  • Connect work to impact by sharing how roles contribute to the bigger picture.  • Involve employees in process improvements to boost autonomy where possible. 𝗪𝗵𝗲𝗿𝗲 𝗜/𝗢 𝗣𝘀𝘆𝗰𝗵𝗼𝗹𝗼𝗴𝘆 𝗖𝗼𝗺𝗲𝘀 𝗜𝗻 Industrial-Organizational (I/O) Psychology brings evidence-based tools to:  • Conduct job analyses to identify where job characteristics can be strengthened.  • Use surveys and data to measure satisfaction, engagement, and productivity impacts.  • Apply change management principles so job redesign efforts are accepted and successful.  • Develop training & development programs aligned with redesigned job roles. Manufacturing leaders: job design isn’t just an HR concept—it’s a performance strategy. How has job design impacted your team’s satisfaction or output? #WorkplaceEngineer #IOPsychology #TrainingAndDevelopment #LearningThatSticks #ManufacturingExcellence #HumanCenteredDesign

The Cognitive Disabilities Model (CDM) is a framework developed by Claudia Allen that links cognitive ability to functional performance, using 6 hierarchical cognitive levels to describe a person's capacity for information processing & task performance. It is my favorite model to use & teach, due to its utility with regard to predictive validity & alignment with other more comprehensive conceptual models, such as Kielhofner’s Model of Human Occupation (MOHO), Baum & Christiansen’s Person, Environment, Occupation, Performance (PEOP) model , the OTPF-4 & the ICF. Therapists can use the Allen levels to understand patients’ abilities, & design interventions, environments, & activities to match their functional cognition, promoting success & quality of life.. 6 Cognitive Levels: Each level represents a cumulative skill set. Higher levels indicate increasing functional cognition & independence: Level 1: Automatic Actions— Characterized by automatic responses to stimuli. Total care required. Level 2: Postural Actions— Individuals can move & respond to comfort or discomfort cues but remain largely unaware of their actions' effects on the environment. Level 3: Manual Actions— People learn by habituation & use tools but need set up & supervision for daily activities to ensure safety & proper use. Level 4: Goal-Directed Activity— Patients can perform familiar goal-oriented tasks & scan the environment. All new learning must be taught 1:1. At Allen level 4.6, a person can be left unsupervised for 24 hours. Level 5: Exploratory Actions— People can learn by trial & error, follow written instructions, & drive. They inconsistently understand the impact of their actions but have difficulties planning & reasoning. Level 6: Planned Actions— Represents the highest level of cognitive function. Individuals are fully capable of planning, anticipating, & carrying out tasks independently. How the CDM is Used: Assessment: The Allen Cognitive Level Screen (ACLS) can be used as quick screen to assess a person's sensorimotor skills by observing their ability to perform leather lacing stitches. Other CDM-based assessment tools include the Allen Diagnostic Module, the Routine Task Inventory, & the Cognitive Performance Test, all of which yield Allen performance levels & modes as scores. Intervention: Therapists use assessment results to design appropriate activities, modify the environment, & establish routines to support an individual's best ability to function. Goal-Setting: Healthcare professionals use CDM tools via observation to assess functional cognition & ability to perform tasks, helping to determine a specific cognitive level for tailored care, fostering engagement & success. Support: The model helps to reduce stress & burnout for caregivers by providing a clear framework for understanding & supporting people with cognitive disabilities, enhancing their overall quality of life. Attached is a case study I created to illustrate CDM reasoning.

Most teams struggle to improve performance and culture. Why? Because they ignore how human brains actually work. Here's the truth about driving team excellence. The best lever isn't to keep on telling people to behave differently vs. what they are used to. It is to create the *conditions* that get people to naturally change their behaviors. 4 science-backed frameworks to make this happen: 1. The SCARF Model (h/t David Rock) Your team needs to feel: • Safe (status) • Clear on next steps (certainty) • In control (autonomy) • Connected (relatedness) • Treated fairly (fairness) 2. Nudge Theory (h/t Thaler & Sunstein) Make excellence the obvious choice: • Call attention to excellence • Make excellence the default • Make excellence easy to remember • Make excellence easy to perform • Make excellence fulfilling • Reward excellence 3. Fogg Behavior Model (h/t BJ Fogg) Behavior = Motivation + Ability + Prompt Make it: • Super simple • Instantly rewarding • Perfectly timed 4. The Progress Principle (h/t Amabile & Kramer) Small wins fuel big momentum: • Celebrate quick victories • Address setbacks fast • Build positive feedback loops Great teams are about building systems that make excellence the natural outcome. Want sustainable high performance? Start engineering your environment. Because when you work with human nature, not against it... 𝗘𝘅𝗰𝗲𝗹𝗹𝗲𝗻𝗰𝗲 𝗯𝗲𝗰𝗼𝗺𝗲𝘀 𝗶𝗻𝗲𝘃𝗶𝘁𝗮𝗯𝗹𝗲. ♻️ Find this valuable? Repost to help others. Follow Vince Jeong for posts on leadership, learning, and systems thinking. 📌 Want free PDFs of this and my top cheat sheets? You can find them here: https://lnkd.in/g2t-cU8P Hi 👋 I'm Vince, CEO of Sparkwise. We help teams rapidly build skills like this together with live group learning, available on demand. Check out our topic library: https://lnkd.in/gKbXp_Av

Successful change doesn’t just happen; it requires "generative conditions" that foster and drive desired behaviors. Enactive leadership is about creating these conditions to facilitate and sustain change. The ADKAR change model is a tool you use to help identify the generative conditions needed to inspire the change ahead. 𝐀𝐰𝐚𝐫𝐞𝐧𝐞𝐬𝐬: 𝐁𝐮𝐢𝐥𝐝𝐢𝐧𝐠 𝐭𝐡𝐞 𝐅𝐨𝐮𝐧𝐝𝐚𝐭𝐢𝐨𝐧 Desired Outcomes: Increased understanding and enhanced trust 𝘎𝘦𝘯𝘦𝘳𝘢𝘵𝘪𝘷𝘦 𝘊𝘰𝘯𝘥𝘪𝘵𝘪𝘰𝘯𝘴: 📢 Transparent Communication: Open, honest communication about the necessity for change. 👀 Visible Leadership: Leaders actively endorse and participate in the change. Example: An honest and compelling story of where the company is now and where it needs to go. 𝐃𝐞𝐬𝐢𝐫𝐞: 𝐅𝐨𝐬𝐭𝐞𝐫𝐢𝐧𝐠 𝐄𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭 Desired Outcomes: increased buy-in and active participation. 𝘎𝘦𝘯𝘦𝘳𝘢𝘵𝘪𝘷𝘦 𝘊𝘰𝘯𝘥𝘪𝘵𝘪𝘰𝘯𝘴: 🤝 Inclusive Decision-Making: Engaging employees in the change process. ❤️ Empathy and Support: Leaders make an effort to know the front-line challenges. Example: Small group sessions for employees to voice their concerns and contribute ideas, ensuring they feel heard and involved. 𝐊𝐧𝐨𝐰𝐥𝐞𝐝𝐠𝐞: 𝐄𝐪𝐮𝐢𝐩𝐩𝐢𝐧𝐠 𝐟𝐨𝐫 𝐒𝐮𝐜𝐜𝐞𝐬𝐬 Desired Outcomes: Employees gain necessary skills. 𝘎𝘦𝘯𝘦𝘳𝘢𝘵𝘪𝘷𝘦 𝘊𝘰𝘯𝘥𝘪𝘵𝘪𝘰𝘯𝘴: 🎓 Comprehensive Training: Access to tailored training programs. 👩🏫 Role Modeling: Leaders demonstrate new skills and behaviors. Example: Workshops and one-on-one coaching led by leaders. 𝐀𝐛𝐢𝐥𝐢𝐭𝐲: 𝐄𝐦𝐩𝐨𝐰𝐞𝐫𝐢𝐧𝐠 𝐀𝐜𝐭𝐢𝐨𝐧 Desired Outcomes: Employees take proactive ownership of their roles. 𝘎𝘦𝘯𝘦𝘳𝘢𝘵𝘪𝘷𝘦 𝘊𝘰𝘯𝘥𝘪𝘵𝘪𝘰𝘯𝘴: 🛠️ Supportive Infrastructure: Providing necessary tools and resources. 🚀 Empowerment: Granting autonomy and encouraging initiative. Example: Implementing AI support that increases your people's capacity to get things done easily. 𝐑𝐞𝐢𝐧𝐟𝐨𝐫𝐜𝐞𝐦𝐞𝐧𝐭: 𝐒𝐮𝐬𝐭𝐚𝐢𝐧𝐢𝐧𝐠 𝐭𝐡𝐞 𝐂𝐡𝐚𝐧𝐠𝐞 Desired Outcomes: Ongoing adherence to new behaviors coupled with continuous improvement 𝘎𝘦𝘯𝘦𝘳𝘢𝘵𝘪𝘷𝘦 𝘊𝘰𝘯𝘥𝘪𝘵𝘪𝘰𝘯𝘴: 🏆 Recognition and Rewards: Consistent recognition of desired behaviors. 📊 Monitoring and Feedback: Regular feedback to track progress and make adjustments. Example: Performance reviews that highlight and reward change-related achievements, along with continuous feedback mechanisms to refine the process. ------- These are simply examples. Your challenge is to translate this into action within your context. Curious: What other change models have worked for you? --------- I'm Alex Nesbitt. I help leaders and teams unlock their potential through the power of enactive #strategy and #leadership. 💡 If you want more of this kind of thinking, 𝐜𝐡𝐞𝐜𝐤 𝐨𝐮𝐭 𝐦𝐲 𝐦𝐚𝐬𝐭𝐞𝐫𝐜𝐥𝐚𝐬𝐬 on Strategic Thinking for Advantage. Secure a seat while you can: https://lnkd.in/gfszmJhV

SPFMAN 36-2905 (Human Performance and Readiness) is an awesome framework for turning Human Performance from a talking point into an operational system. It doesn’t just say readiness matters, it builds the scaffolding: duty day execution, standardized testing, defined consequences, an age and sex neutral body composition standard, and most importantly a clear structure for who owns what. What stands out to me is the emphasis on role clarity. The manual is explicit that Unit Human Performance and Readiness is executed by commanders, SNCOs, and supervisors as part of normal operations, not as an optional add on that gets crowded out when tempo climbs. (p.7) When you set physical expectations, you also accept a leadership obligation: build the culture and protect the time. If the time is not protected, the standard is just a statement, not a capability. And they back it up with testing frequency as a monitoring capability, not a checkbox. The Human Performance Assessment is structured for recurring feedback with a biannual expectation and defined currency windows, plus tighter reassessment timelines when someone is in a Health Concern category, has exemptions, or uses the walk option when medically indicated. (pp.21–23) That is what readiness looks like when it is serious: clear roles, protected time, and a repeatable way to track the organism over time instead of guessing. https://lnkd.in/gbnpncQ7