International Society for Performance Improvement
| 2024 ISPI Award Winners |
2024 Outstanding Human Performance Intervention Award Winners
Recipient: Department of Veterans Affairs Customer Experience Institute Project Name: Customer Experience Essentials for Leaders (CXEL) Pilot Contributors:
Awarded for: The Department of Veterans Affairs Customer Experience Institute (VACXi) created an educational program designed to prepare leaders within the Veterans Benefits Administration to integrate Customer Experience (CX) mindsets into the teams they lead. The goal of integrating these CX mindsets throughout the organization is to strengthen VA’s relationship with Veterans during each customer touchpoint, leading to more Veterans participating in the benefits they’ve earned. Recipient: Eaton's Electrical Engineering Services and Systems Division Project Name: Touchscreen Virtual Simulation for Practical Testing of Field Staff Contributors:
Awarded for: EESSD is required to have a Qualified Electrical Worker (QEW) program. Per OSHA and NFPA 70E, the employer shall implement and document an overall electrical safety program that directs activity appropriate to the risk of associated with electrical hazards (NFPA 70E 110.5.A). One component of EESSD’s QEW program is an annual practical demonstration of skill. This project focused on the development of a virtual simulation to test our field personnel using a touchscreen tablet. This re-design was necessary due to an ill-fated computer-based version. The test focused on the demonstration of competencies of a QEW. EESSD required a remote practical testing method to alleviate issues with travel restrictions, missed in-person testing, and a vast geographic workforce. The solution had to be cost effective. The touchscreen virtual simulator was proven as a viable practical demonstration technique with a grading error of -5% when compared to human grading. Having a negative error indicates the virtual simulator is more conservative (safer) in its grading. The return on investment (ROI) for this project was projected at 1 year with an average yearly savings of $260,000 after the first year. The intent of the touch-screen virtual simulator was not to be a direct replacement for the standard in-person testing mechanisms. Thus, the ROI was longer than if the touchscreen virtual simulator replaced all other testing methods. Becoming a QEW is a rigorous endeavor due to the extreme electrical hazards present while performing electrical field work. Recipient: Lundbeck (Beijing) Pharmaceutical Consulting Co, Ltd. Project Name: A+ Training Camp program-2022 Contributors:
Awarded for: 2022, Product A will be facing the risk of VBP(volume-based procurement),The team personnel have little confidence in Product A. From the achievement of Q1 2022, the Q1 achievement rate of Product A is less than 100%, the market share grows slowly in some regions, which is lower than the management's expectation. At this critical moment, the A+ Training Camp emerged. The A+ Training Camp program has designed a large number of intervention measures for 10 strategic hospitals from a systematic perspective through performance improvement methodology, and has completed solid project operations, Finally, it achieved an increase in customer recognition for product A, and strategic hospital business contribution from 23% increased to 30%, strategic hospital achievement reached a rate of 109%The program not only helped to achieve the business growth target in ten strategic hospitals, but also pushed Product A to successfully reach the business target nationwide. In addition, the A+ Training Camp program also pioneered Lundbeck China's performance improvement program, bringing the methodology of performance improvement to action. Recipient: Lundbeck (Beijing) Pharmaceutical Consulting Co, Ltd. Project Name: TOP100 Hospital 100 Day Campaign Project Contributors:
Awarded for: The TOP100 Hospital 100 Day Campaign project targets the depression drug B promoted by Lundbeck, combining various challenges faced internally and externally to find new business opportunities in the market, expanding the number of neurological customers covered by general hospitals and increasing the recognition of the product by doctors, so as to complete the achievement of business targets. The entire project gathered the participation of multiple departments, assembled the company's strengths, strictly controlled costs, and designed the content around the performance improvement of environmental factors to change to help the pharmaceutical representatives, rather than focusing mainly on the representatives' individual capabilities. Finally, the project achieved the expected results and accumulated successful experience in internal performance improvement projects. Recipient: Lundbeck (Beijing) Pharmaceutical Information Consulting Co., Ltd Project Name: Starfish Growth Training Camp Contributors:
Awarded for: The Starfish Growth Training Camp project is specifically designed for new business colleagues and is a training activity that all employees who joins company will participate in. The program is designed to help new employees understand every aspect of the company's corporate culture and rules and regulations, as well as to learn and master diseases and products knowledge, market strategies and professional visiting skills, and to help them to integrate into the company rapidly, thus enhancing their feeling of belonging. The program has been successfully carried out for 4 periods so far, covering 97 new business colleagues. Each period of the program lasts for three months, covering programs from “self-study” to “centralized training” to “regional practice”, which includes self-study of theoretical knowledge, lectures and Q&A of classroom knowledge, formulation and reporting of their own regional management plan, and online Role-play exercises based on actual working scenarios, as well as “Learning Behavioral Transformation”. It is also a continuous attempt to "transform learning behaviors". The main advantages of the program are reflected in the "high learner-centered experience", "data-centric mindset throughout", "digital learning platform tools" and "support and follow-up from knowledge to action" etc. The specific content and implementation details of the project can be found in the introduction of the specific program. Recipient: United States Coast Guard Project Name: Food Services Officer (FSO) Performance Analysis Contributors:
Awarded for: The project submitted for consideration is an HPT-driven analysis of Coast Guard Food Service Officers (FSOs). The analyst team aligned with CG program managers and Force Readiness Command (FORCECOM) representatives in October 2022. The team used a comprehensive data-collection plan to focus on identifying performance requirements. The team reviewed CG instructions, policies, and procedures, and interviewed over 30 members from Culinary Specialist (CS) Schoolhouse, CS rating leadership, Subsistence Product Line (SPL), 11 cutters of various classes, and five galleys of various sizes to determine influences affecting performance. The team developed performance-support recommendations that incorporated modernized solutions that would align performers in today’s CG with evolving CS workforce demands that impact the readiness of all members who receive their daily meals from a galley. Recipient: United States Coast Guard Special Missions Training Center Project Name: Cold Water Ice Diving Course (CWID) Contributors:
Awarded for: On August 17, 2006 a dive team aboard the U.S. Coast Guard Cutter HEALY experienced a training accident that resulted in the death of two divers. The ensuing analysis found that one of the factors contributing to the incident was a lack of standardized Cold Water Ice Diving (CWID) training. As a result, the Coast Guard MISHAP Analysis Final Decision Letter dated August 2007 directed the development of resident training and corresponding policy for CWID. The USCG conducted a training requirements analysis with the goal of developing training objectives. The results of this analysis were provided in May of 2009. These findings resulted in the development of a curriculum managed and taught by the dive program office (DPO). In 2018, the DPO recognized that the CWID course was providing inconsistent results. The requested that the Force Readiness Command (FORCECOM) move the course into the Coast Guard’s training system. In response, FORCECOM tasked Special Missions Training Center (SMTC) with developing a resident CWID course to be taught by trained USCG instructor cadre from the Navy Dive and Salvage Training Center (NDSTC). This was fully implemented by 2022. Two years of evaluation data suggest that the training intervention has yielded significant ROI at reduced costs. Observations of performance during exercises and operational reports indicate that graduates of the course can perform at an exemplary level. All level three data supports these divers are integral to ships husbandry in the Arctic and contribute to the Nation's Arctic Strategy. Recipient: United States Customs and Border Protection Project Name: Unified Targeting Course Awarded for: The project empowered CBP Agents and Officers by upskilling them with advanced techniques in identifying, investigating, and analyzing violations to enforce national security laws. This was necessary because as violative activity increased, the unlawful tactics of criminals evolved and became more complex. Leadership recognized the need to train the workforce to meet current and future challenges with greater efficacy. The result was a course providing Agents, Officers, and their managers greater flexibility and speed to mitigate risks and emerging threats. The Unified Targeting Course was implemented in FY2020. Its overall impact can be seen in FY2021’s and FY2022’s statistics. The course contributed to 1.57 million pounds of drugs seized, 4.73 million border enforcement actions, $127.87 million of currency and other monetary instruments seized, 13,128 weapons and ammunition seized, and 94,661 agricultural enforcement actions. Recipient: United States Customs and Border Protection Project Name: Modified Air Marine Basic Training Program Awarded for: The mission of the United States’ Customs and Border Protection (CBP) is to: • Protect the American people, • Safeguard our borders, and • Enhance the nation’s economic prosperity. CBP’s vision statement is enhancing the nation’s security through innovation, intelligence, collaboration, and trust. With more than 65,000 employees, CBP is one of the world's largest law enforcement organizations and is charged with countering terrorism, combating transnational crime, securing the border, facilitating lawful travel, and facilitating lawful trade and protecting revenue. Working globally, CBP’s purpose is to serve as the United States’ first unified border entity taking a comprehensive approach to border management and control, combining customs, immigration, border security, and agricultural protection into one coordinated and supportive activity. Recipient: United States Customs and Border Protection Project Name: Border Patrol Academy Attrition Rate Awarded for: U.S. Customs and Border Protection’s (CBP’s) Assistant Commissioner (AC) championed an agency-wide effort to meet a commissioner-level priority initiative to bolster succession planning, enhance recruiting and retention, and improve performance management by reducing the trainee attrition rate at CBP’s Border Patrol Academy (BPA). The initiative, which included a remediation policy, a reversion policy, and a standardized physical conditioning program (SPCP) reduced trainee attrition from 35% to 10%, with an associated cost savings of over $40M. Recipient: Xiamen XINDECO Ltd. Project Name: Digital Tools for IT Governance Development lmprovement Project Awarded for: The project's focal point is on process efficiency, having selected its theme based on metrics of significance and commonality, measurability, controllability, challenge, and timeliness. The ultimate performance improvement goal was established: 20% reduction in average resolution time for IT requirements related to functional development within 3 months. This process goal corresponds with the broader organizational objective of curtailing staffing costs within the Company's IT department.Stakeholder identification highlighted the project's primary target groups as requesters, liaisons, and developers.Post-implementation, there was a notable duration reduction by 35.0%, surpassing the set target of 20%. Recipient: ZTE Corporation Project Name: Improving the Effectiveness of Organizational Learning Contributors:
Awarded for: The rapid change of the external environment in the VUCA era poses new challenges to the development of the company, forcing the organization to be more flexible and adaptable. Originally, organizational learning is an competitive advantage for business innovation and sustainable growth. But in the company the traditional position-driven learning paradigm, focusing on developing employees' competency, could not adapt to the rapidly changing environment and organizational development strategy. The learning function has misaligned to business strategy and has made a lot of learning scrap. That is a waste of time, money and opportunity. So, the learning function faces the challenges that how to strategically align to business and utilize the investment in learning effectively. The goal of the project is to improve the effectiveness of organizational learning in our company. The project lasted 3.5 years from mid-2018 to 2021. At the end of 2021, the effectiveness of organizational learning was improved by 62% over 2018, exceeding the desired goal of 50%. That is to say we have effectively utilized the investment in learning, and decreased the waste in learning by USD 4.65 million in three years. In overall, We have reshaped the learning function, and transformed the learning paradigm from position-driven to business-driven successfully. Moreover, training culture has gradually been transited to learning culture. 2024 Outstanding Human Performance Communication AwardRecipient: Innovative Learning Group Project Name: Putting Performance First Communication Package Contributors:
Awarded for: “Putting Performance First” is a multi-tiered communication package delivered to learning and performance improvement professionals 2021-2022. With this communication package, we are sharing our evidence-based performance improvement research and practices to effect sustainable, measurable results, and add value to stakeholders. Throughout the videos, webinars, and speaking engagements, we are facilitating networking among practitioners, leveraging opportunities, and valuing stakeholders. Recipient: U.S. Coast Guard Force Readiness Command Project Name: USCG Training System SOP for Analysis Contributors:
Awarded for: This submission is a preview of the complete overhaul of the U.S. Coast Guard's Training System SOP that guides how a 3000+ workforce conducts performance analysis for the service's 11 statutory mission. The SOP was last revised in 2018. The 2023 version contained in this submission is a review copy to provide which provides a good amount of the SOP to review. This revision is the most ambitious in the history of the document, and is a giant leap forward in accessibility for analysts of all skills levels to use HPT-driven methods in their day to day work. The SOP will be made available to all Coast Guard personnel, while also being made available on FORCECOM's public site to enable anyone in ISPI and beyond access to the methods used by the U.S. Coast Guard. Recipient: Yvon Dalat Project Name: Applying PI to achieve results: a multi-channel, systematic communication Awarded for: ISPI implemented a comprehensive communication strategy to transform and sustain the society. Aligned to Performance Improvement principles, the strategy established clear objectives to attract members, engage existing members, drive conference participation, and promote online services. Tactics were systematically deployed across communication channels and continuously improved through measurement and evaluation. Over three years (2020-2022), the strategy yielded measurable gains. Membership increased as new members were drawn in. Existing members became more engaged and renewed at higher rates. More people participated in the annual conference. Multiple volunteer applications demonstrated rising engagement. The development and execution of this communication strategy set an example of how ISPI followed the 10 Performance Improvement standards: from measurable objectives, a systematic outreach across multiple channels, and KPI driven continuously improvement. |
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