EOA Effectiveness: Barriers and Enablers of Performance

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EOA EffectivenessBarriers and Enablers of
Performance
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Impetus for EOA Effectiveness Study

• FY2010-12 Strategic Plan of the Office of the
  Under Secretary of Defense for Personnel and
  Readiness identified Strategic Goal 1.3 need to
  strengthen advocacy of diversity in the forces.
• The goal placed special emphasis on the
  effectiveness of Equal Opportunity Advisors
  (EOAs) and senior DOD leadership.
• EOAs are critical components to ensure overall
  DOD EO program effectiveness because they are the
  primary advisors to senior leaders on all EO
  issues.
• Therefore, DEOMI is sponsoring an effort to
  identify factors--barriers and enablersthat
  influence the performance of EOAs

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Industry Best Practices

• In the field of Human Performance Technology
  (HPT), root causes of performance problems are
  generally placed into categories of performance
  influences.
• Although several models exist, the most popular
  is that proposed by Thomas Gilbert, i.e., the
  Behavioral Engineering Model (BEM)
• (Model presented in Gilbert, T. F. (1978). Human
  Competence Engineering Worthy Performance. New
  York McGraw-Hill)

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Gilberts Behavioral Engineering Model (BEM)

• Two categories within BEM
• Environmental Supports data, resources, and
  motivation
• These items influence the work environment, are
  considered external to the individual, and are
  primarily under the authority, support and
  control of the organization.
• Persons Repertory of Behavior knowledge,
  capacity, and motives
• These items are primarily under the control of
  the individual.

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Gilberts Behavioral Engineering Model (BEM)
Information Instrumentation Motivation

Environmental Supports Data Resources Incentives

Persons Repertory Knowledge Capacity Motives
Source Gilbert, T.F. (1996). Human Competence
Engineering Worthy Performance. (Tribute
Edition). p.88.
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BEM Environmental Supports

• Three Categories
• Data include
• (1) Relevant and frequent feedback about the
  adequacy of performance
• (2) Descriptions of what is expected of
  performance
• (3) Clear and relevant guides to adequate
  performance
• (Does the performer have a clear understanding of
  what is expected from him/her?)
• Resources are tools, time, and materials designed
  to match performance needs. (Does the worker
  have the right resources to perform the job?)
• Incentives include
• (1) Adequate financial incentives made contingent
  upon performance
• (2) Non-monetary incentives made available
• (3) Career-development opportunities
• (4) Clear consequences for poor performance.
• (Are appropriate incentives in place to motivate
  individuals to perform? )

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BEM Persons Repertory

• Three Categories
• Knowledge is defined as
• (1) Systematically designed training that matches
  the requirements of exemplary performance
• (2) Placement
• (Has the correct person been placed in the job
  and did he or she receive the proper training to
  become an exemplary performer?)
• Capacity is defined as
• (1) Flexible scheduling of performance to match
  peak capacity
• (2) Prosthesis or visual aids (3) Physical
  shaping (4) Adaptation (5) Selection
• (Does the performer have the intelligence,
  physical ability, and other necessary skills to
  do a specific task? Can he or she learn and
  adapt?)
• Motives are defined as
• (1) Assessment of peoples motives to work
• (2) Recruitment of people to match the realities
  of situation
• (Individual motives need to be aligned with the
  work environment so that individuals will have a
  desire to work and excel.)

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Industry Best Practices

• Researchers in industry and the military alike
  have found that approximately eighty percent
  (80) of performance problems are attributed to
  organizational or environmental issues such as
  manpower, systems, and processes.
• Over sixty percent (60) of performance problems
  are related to lack of clear job definition or
  lack of sufficient tools and resourcesboth of
  which can be attributed to the organization.
• Next slide presents a meta-analyses of Human
  Performance Improvement (HPI) projects conducted
  by Industry and by the U.S. Coast Guard (USCG)
  Performance Technology Center .

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Industry Findings Percentage Distribution of
Root Causes
Source Research of Edward Deming, Geary
Rummler, and Alan Brache, presented by
ProofPoint, 2004
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U.S. Coast Guard Findings Percentage
Distribution of Root Causes
Source Quiram, T. J. (2008). U.S. Coast Guard
Human Performance Technology Workshop Proceedings
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Industry Best Practices

• In summary, organizational issues are more likely
  to present a barrier to effective human
  performance than individual-focused issues, such
  as knowledge and training.

If you pit a good performer against a bad
system, the system will win almost every
time Source Rummler, G.A., Brache, A.B.
(1995). Improving performance How to manage the
white space on the organization chart (2nd ed.).
San Francisco Jossey-Bass. p. 13.
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• Method

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Method

• Surveys with EOAs
• Graduates of 9 DEOMI EOA classes in 2008, 2009,
  2010
• (3 classes per year)
• Web-Based, administered via Survey Monkey
• 161 responses to date
• Demographic characteristics (still in flux)
• Army, active duty, enlisted
• Male, Caucasian
• Have some college or bachelors degree
• Have 1-2 years of experience
• Surveys with Commanding Officers
• To gain their perspectives on same types of issues

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Method

• Interviews with SMEs
• To validate Service-specific EO system models
• Created to describe the internal and external
  organizational relationships and responsibilities
  that EOAs have within each Service
• To collect additional barrier/enabler data
• Data to be used to
• Establish the current state and operations for
  EOAs, as well as recommendations for improving
  both
• Support the development of performance metrics to
  monitor and increase effectiveness of individual
  EOAs and the EO program

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• EOA-Identified Barriers to Performance

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Factors that Impact Effectiveness

• Data is preliminary.
• Data will be presented in the following order
  barriersenablersactions that EOAs can take to
  improve performance effectiveness.
• Data will be organized and presented according to
  the categories of the BEM.
• We start with the Environmental Barriers and then
  follow with the Individual Barriers.

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Environmental Barriers

• DATA (Survey Results)
• For survey respondents, almost half of the EOAs
  indicate that there are no information barriers.
  
• For the others, it seems that lack of feedback,
  information sharing, and continuity with the
  previous EOA are important issues.
• Additionally, lack of support from senior
  leadership is repeatedly mentioned.

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Environmental Barriers

• DATA (Survey Results)
• Almost half (45.6) of the respondents indicate
  that when they began their rotation, their
  commanding officer (CO) or supervisor did not
  convey his/her expectations for them in terms of
  EO goals for the command.
• More than half of respondents (55.6) indicate
  that they were not debriefed by the prior EOA.
• About one third (29.6) of the respondents feel
  as though their interactions with their COs are
  not sufficient (frequent or helpful enough) to
  perform their job in an optimal manner.

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Environmental Barriers

• DATA (Interview Results)
• Interview data corroborate some of the survey
  barriers.
• There is typically no handover or transfer of
  lessons learned, particularly if the role remains
  vacant for some time before a replacement
  arrives.
• Lack of face time with COs was a common response.
• Most interaction is with the XO or someone lower
  in the chain of command.

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Environmental Barriers

• RESOURCES (Survey Interview Results)
• Lack of Budget/Funding for
• Education programs
• Command assist visits
• Assessment of subordinate commands
• Staffing Issues
• EOA vacancies awaiting replacements
• EOA role is a collateral duty of short duration
  for some Services
• Competing priorities (lack of adequate time to
  perform)

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Environmental Barriers

• INCENTIVES (Survey Interview Results)
• The majority of respondents do not see incentives
  as an issue.

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Persons Repertory Barriers

• All Categories (Survey Results)
• More than 92 felt that their own knowledge,
  skills, attitudes, interests, and motivation are
  aligned to the EOA job requirements.
• Most feel as though they are well-suited to the
  job.

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Persons Repertory Barriers

• KNOWLEDGE (Survey Results)
• DEOMI training is outstanding.
• More training is needed
• In the DEOMI portion of the course
• In the service specific portion (e.g., Service
  specific needs to be longer and more focused)
• After graduation (continuing education and local
  training)
• Mentorship program for students leaving DEOMI
  would be helpful.

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Persons Repertory Barriers

• CAPACITY (Survey Results)
• The physical space between units greatly affects
  my ability to do this job.
• MOTIVES (Survey Results)
• A large number of the respondents do not perceive
  that there is a problem with motivation.

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• EOA-Identified Enablers to Performance

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Environmental Enablers

• DATA (Survey Results)
• Three items were specifically mentioned
• A comprehensive assessment tool
• A good screening process in place to recruit the
  best, to get the right person for the job
• A mechanism in place, with set processes and
  standards, to ensure that the program runs
  smoothly
• RESOURCES INCENTIVES (Survey Results)
• Insufficient data (to date)

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Persons Repertory Enablers

• KNOWLEDGE / CAPACITY / MOTIVES
• Next slides describe exemplary EOA performance as
  enablers

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Exemplary EOA Performance

• What Should be Measured?
• There are some interesting themes in the
  data--visibility, communication skills,
  commitment, proficiency, setting the example
• Case Management
• Cases are managed effectively and efficiently.
• There are no long standing EO cases.
• There are no formal complaints due to a good
  working environment.

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Exemplary EOA Performance

• What Should be Measured?
• Training
• EOAs seek to continuously educate themselves.
• EOAs are able to facilitate relevant and
  realistic training and disseminate EO
  information.
• Communication Skills
• EOAs exhibit good speaking, writing skills,
  listening skills.
• EOAs exhibit good interpersonal skills.
• EOAs exhibit accurate record-keeping skills.
• EOAs exhibit self-confidence. 

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Exemplary EOA Performance

• What Should be Measured?
• Cognitive Skills
• EOAs need critical thinking skills. (Commanders
  and senior leaders ask them for recommendations
  to solve complex issues.)
•  High Visibility
• EOAs are sought after by leaders at all levels,
  both to provide advice and to conduct training.
  This shows confidence in their abilities.
• EOAs are proactive in their job. They are social
  with all members and groups they get out of the
  office and walk around they represent their
  Service in the local community. 

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Exemplary EOA Performance

• What Should be Measured?
• Job Commitment/Diligence 
• EOAs have commitment and dedication to getting
  the job done.
• Job Proficiency/Skills
• EOAs are able to run an effective EO program and
  establish rapport with the command.
• They are viewed by the command as someone who is
  genuinely concerned about the climate of the
  command and the welfare of the crew.

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Exemplary EOA Performance

• What Should be Measured?
• Setting a Good Example
• EOAs live by example every day, making
  on-the-spot corrections when experiencing or
  overhearing inappropriate conduct or expressions.
  
• Flexibility/Resourcefulness/Independence
• EOAs will go out of their way to maximize all
  resources available.

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• EOA Actions to Improve Effectiveness

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EOA Actions to Improve Effectiveness

• We asked the EOAs what they felt they could do to
  improve effectiveness. Survey responses tended
  to fall under three topics
• Leadership Actions
• Getting leaders trained (especially taking the
  leadership courses at DEOMI)
• Working with leaders on the DEOCs
• Ensuring that EOAs and leaders are included at
  meetings, when applicable

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EOA Actions to Improve Effectiveness

• Resource Actions
• Establishing relationships with other EOAs and
  command sections to get materials needed
• Talking to the CO and comptroller about budgetary
  restraints
• Working around the budget to maximize all
  available resources
• Training, Education, Knowledge Actions
• Writing issue papers
• Being a good observer/listener to pick up on
  things where they could provide help.

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EOA Actions to Improve Effectiveness

• Interview Recommendations
• An EOA should maintain high visibility with the
  CO and the command.

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Recommended EOA Program Changes

• We asked survey respondents for their ideas in
  terms of recommended EOA program changes.
• Need to flesh out more, but briefly, the
  responses were related to changes in staffing,
  training, organizational culture, leadership, and
  resources.
• The most common response of the EOAs is that they
  would use training and education to facilitate
  the changes to the program that they recommended.
  
• They would create awareness, continue to educate,
  and continue to communicate.

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Recommended EOA Program Changes

• Recommendations for COs
• There is a clear theme that CO endorsement and
  support is an important factor in making the
  program work.
• Recommendations for the Services
• It seems that the Services need to look more
  closely at staffing, assignment, training, and
  program process issues.

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Next Steps

• Data collection is ongoing and will continue
  until adequate representation is achieved for
  each of the Services.
• Validation of the Service-specific system models
  via subject matter experts will also continue
  until all Services are satisfied with the models.

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Next Steps

• As a preview of the current effort, four work
  phases have been identified.
• Phase 1 Determine EO and EOA Requirements and
  Organizational Level Relationships
• Phase 2 Develop EO Program Effectiveness
  Indicators and EOA Performance Indicators
• Phase 3 Develop Prototype Assessment Model
• Phase 4 Testing and Transition of Prototype
• The surveys and interviews represent focused
  efforts from Phase 1. Data obtained should
  provide inputs to Phase 2.

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Conclusion

• One remarkable finding that has emerged from the
  data is that there are many very dedicated and
  committed EOAs operating in the field. They admit
  that they face many barriers in the execution of
  their daily duties.
• Specifically, when asked if they encountered any
  organizational conditions or issues that
  prevented them from providing exemplary
  performance, more than two-thirds (68) of the
  respondents replied that they had.
• When asked to what extent such barriers had
  interfered with their job performance, more than
  one-third (37.8) indicated somewhat to very
  much.
• It is the objective of this effort to uncover
  those issues that impede the effectiveness of the
  EOA and the EOA program and based upon those
  findings, to make recommendations to the Services
  and DOD.

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QUESTIONS?
THANK YOU!