SMARTS Measuring Individual Characteristics to Predict Performance Jim Pfautz

1
SMARTS Measuring Individual Characteristics to
Predict PerformanceJim Pfautz
2
BRIEF

• The bang behind the data
• Cost of Character
• SMARTS defined
• Statistics, Modeling and Predictives
• Measuring, Monitoring, Predicting Character
• Elusive ROI and utility metrics
• Researching Characters Impact on Performance
• Retention, attrition, safety, readiness
• Research for Better Performance Tomorrow
• Next steps

3
Organizational Improvement Sustainment Hypothesis

• Without a system that
• monitors, measures and helps manage
• organizational characteristics,
• improvement initiatives will continue to
  fall victim to the shiniest fad,
• newest boss or
• latest political agenda.

4
System Measures Assesses Recommends Tailored
Solutions

• A Total Force diagnostic and development platform
  
• that aligns workforce behaviors with desired
  characteristics by getting
• the right support,
• to the right person
• at the right time.

5
SMARTS Designed To Measure Character and Deck
Plate Behaviors In The Fleet
Optimally Trained
Projected Effects
Legacy Training
FFG 7
FFG 7
LCS
DDG 51
DDG 1000
DDG 51
DDG 51 complement 345
CG 52
CG 52
CG(X)
SMARTS Helping theRight Sailor get the Right
Training at the Right Time for Right Job
6
SMARTSCombining Soft Measurements With Hard
Science
Automated 360 Leadership Assessment
Predictive Analytics and Real-Time Feedback Loop
Data Warehousing and Artificial Intelligence
Individual and Organizational Metrics and Analysis
7
Difference

• Statistics Yesterdays averages
• Modeling Todays constraints
• Predictives Tomorrows potential

8
SMARTSCreated To Monitor, Measure and Predict
Character Issues
IG STUDY on Detachment For Cause
SMARTS
9

Cost of Character (Figures from the Deputy
Inspector General, CFFC)

• Fleet Annual Costs For Misconducts/Unsafe
  Behavior 1.5 B
• Replacement Cost for not retaining First Term
  sailor 1.44 B
• Death/Disability \ Discharges gt 800 (40
  misbehavior/safety) 500.0 M
• Sexual Harassment 43.0 M
• Misconduct Discharges 12.5 M
• Loss of productivity due to indebtedness
  35.8 M
• Resulting inability to reenlist or loss of
  security clearances 65.2 M
• MISHAP Fatalities gt250/year Initial Death
  Benefit 12.0 M
• Drug Use (3,407 sailors discharged in 2003)
  5.0 M

Potential Impact 1 reduction in incidents is
36.135 Million
10
Researching Characters Impact on Performance
Character
Command Performance

• USS NEVERSAILs performance is BAD
• Bad safety record
• Detachment for Cause
• Low Retention
• Failed inspections
• Liberty incidents
• No awards
• USS ALWAYSAILs performance is GOOD
• 0 mishaps
• 0 firings
• Excellence Awards
• High retention
• Passing inspections
• Good morale, order and discipline

• USS NEVERSAILs 360 Scores Indicate
• Poor trust
• Poor communication
• Poor mentoring
• Poor subordinate development
• USS ALWAYSAILS 360 Scores Indicate
• Strong trust
• Strong communication
• Strong mentoring
• Strong subordinate development

11
From Character To Combat

• April 24, 2008 Military Times
• USS CHOSIN and USS STOUT were FOUND
• UNFIT FOR SUSTAINED COMBAT OPERATIONS.
• Low standards low initiative.
• Inability to train junior people.
• Where was the chain of command?
• Air of irresponsibility.
• Lack of command involvement.

12
SURFOR INITIAL FINDINGS

• Gaps between self-assessment and others
  assessments point to the need for training in
• Situational Leadership
• Team-Building
• Listening Skills
• Coaching Development

13
Consistently Low Scoring Survey Questions

• Is a mentor
• Develops junior officers
• Develops enlisted subordinates personally
• Resolves subordinate Issues
• Listens to me
• Delegates effectively
• Holds others accountable

14
From Character To Combat

• April 24, 2008 Military Times
• USS CHOSIN and USS STOUT were FOUND
• UNFIT FOR SUSTAINED COMBAT OPERATIONS.
• Low standards low initiative.
• Inability to train junior people.
• Where was the chain of command?
• Air of irresponsibility.
• Lack of command involvement.

15
Aggregate Ship/Command Initial Findings
16
SMARTS SupportingCNO Guidance

• Understand the return on investment (ROI) for
  everything you do to support our Navy.
• Work to continuously improve ROI.
• Document and communicate your successes.
• Support desired behavior and culture change.

Chief of Naval Operations, Admiral Roughhead
17
CONCLUSION

• SMARTS
• Fleet response rate over 70
• Used by Joint and civilian community
• Foreshadowed other, potentially more powerful
  organization-improvement utility
• Methodology effective for researching character,
  workforce development, readiness
• Researching other areas like retention,
  attrition, safety, readiness, etc.

18
QUESTIONS

• James Pfautz [phone]
• james.pfautz_at_navy.mil