A Holistic Organizational Approach to Driving the Best Performance in Employees
DOUGLAS A. JOHNSON
Western Michigan University
February 17, 2012
Texas Association for Behavior Analysis conference, Austin, TX
Correspondence: djohnson@operant-tech.com

Slide 1A Holistic
Organizational
Approach toDriving the Best
Performance inEmployees
Douglas A. Johnson, Ph.D.
Western Michigan University

Slide 2Extending the lesson of “don’tblame the rat” to the workplace

Drawbacks of trying to build abusiness with just “perfect”
employees

Don’t blamethe rat!

Slide 3

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A Holistic Organizational Approach to Driving the Best Performance in Employees
DOUGLAS A. JOHNSON
Western Michigan UniversityFebruary 17, 2012
Texas Association for Behavior Analysis conference, Austin, TX
Correspondence: djohnson@operant-tech.com

Slide 4

Slide 5

Addressing the issue of an
inherently boring job
People will pay money to engage
in meaningless and repetitivetasks
You just have to arrange theenvironment correctlyBlaming behavior, not people
Practical approach to solvingorganizational obstacles

Determining when training is notthe ideal solution

Where the blame is placed

Slide 6The Gun Test
Could the person do the desired
performance if life depended on it?

http://www.johnsonresearchlab.com/

A Holistic Organizational Approach to Driving the Best Performance in Employees
DOUGLAS A. JOHNSON
Western Michigan University
February 17, 2012
Texas Association for Behavior Analysis conference, Austin, TX
Correspondence: djohnson@operant-tech.com

Slide 7Is there a simpler solution,such as justmaking theAlternatives to trainingWhy simple exposure to training
materials is not enough to ensurelearningPerformance-based instruction
approach to training
Modeljob easier?

Slide 8What
does apenny
look like?
(don’t cheat and take oneout of your pocket)

Slide 9

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A Holistic Organizational Approach to Driving the Best Performance in Employees
DOUGLAS A. JOHNSON
Western Michigan University
February 17, 2012
Texas Association for Behavior Analysis conference, Austin, TX
Correspondence: djohnson@operant-tech.com

Slide 10Slide 11

Demonstrationof Mastery

Slide 12

http://www.johnsonresearchlab.com/

Lead

Test

How we typically measuresuccessful training versus how weshould measure training

A Holistic Organizational Approach to Driving the Best Performance in Employees
DOUGLAS A. JOHNSON
Western Michigan UniversityFebruary 17, 2012
Texas Association for Behavior Analysis conference, Austin, TX
Correspondence: djohnson@operant-tech.com

A higher and more useful training
criterion

Slide 14Determining the final target forfluency training

Slide 15



Importance of true mastery during
training
Why learn on the job and makeexpensive and reputation harming
mistakes?

Slide 13

Fluency
Training:
Thinkingon YourFeet

http://www.johnsonresearchlab.com/

A Holistic Organizational Approach to Driving the Best Performance in Employees
DOUGLAS A. JOHNSON
Western Michigan University
February 17, 2012
Texas Association for Behavior Analysis conference, Austin, TX
Correspondence: djohnson@operant-tech.com

Slide 16

Slide 17

We tend to automate when
demand increases

Growth of ComputerBased Instruction

Slide 18

http://www.johnsonresearchlab.com/



Early attempts to automate thelearning processTremendous growth of CBIBells and whistles rather than truelearningCommon human obstacle that
illustrates why behavioral scienceis needed behind all the fancy
technology

A Holistic Organizational Approach to Driving the Best Performance in Employees
DOUGLAS A. JOHNSON
Western Michigan University
February 17, 2012
Texas Association for Behavior Analysis conference, Austin, TX
Correspondence: djohnson@operant-tech.com

Slide 19Danger of computer-based racing

Slide 20



Inappropriate pacing through thetraining process

Slide 21

Undermining the potential of CBI

http://www.johnsonresearchlab.com/

A Holistic Organizational Approach to Driving the Best Performance in Employees
DOUGLAS A. JOHNSON
Western Michigan University
February 17, 2012
Texas Association for Behavior Analysis conference, Austin, TX
Correspondence: djohnson@operant-tech.com

Slide 22One solution: Partial reduction oflearner control

Slide 23Illustration of postfeedback delays

Slide 24

Another solution: Contingent
outcomes based on learning gains

http://www.johnsonresearchlab.com/

A Holistic Organizational Approach to Driving the Best Performance in Employees
DOUGLAS A. JOHNSON
Western Michigan University
February 17, 2012
Texas Association for Behavior Analysis conference, Austin, TX
Correspondence: djohnson@operant-tech.com

Slide 25Training is not enough, no matter
how good it may be

Taking a broader “eagle eye” view

Suggests that training must
consider many different factors if
we want long-term solutions

Training department

Applicants

Employees

Self-collected
feedback

Slide 26

Influences external to the organization

Training department

Applicants

Daily workplace

Employees

Self-collected
feedback

On-the-job
feedback
and incentives

External feedback to training

Slide 27

There are no magic bullets or
fix-it-all simple solutions inperformance management

http://www.johnsonresearchlab.com/

A Holistic Organizational Approach to Driving the Best Performance in Employees
DOUGLAS A. JOHNSON
Western Michigan University
February 17, 2012
Texas Association for Behavior Analysis conference, Austin, TX
Correspondence: djohnson@operant-tech.com

Slide 28

Considerations in training
materials

Partnering with SMEs
CYA and legal considerations

Eliminating unnecessary trivia

Pinpoint thebest training
targets

Slide 29
Are thetrained tasks

actually usedon the job?

Slide 30

Minimize“nice-to-know”

http://www.johnsonresearchlab.com/

A Holistic Organizational Approach to Driving the Best Performance in Employees
DOUGLAS A. JOHNSON
Western Michigan University
February 17, 2012
Texas Association for Behavior Analysis conference, Austin, TX
Correspondence: djohnson@operant-tech.com

Slide 31
Experts are often bad trainers
Assumptions, shortcuts, andcommunication issues

Training will not be maintained
unless the daily work environmentis aligned with training



Taking a holistic view oforganizational performance andsolutions

A note of caution
about handing off
to experts

Slide 32

Slide 33

Must take a board view and consider
how the various parts of the businessare interconnected

http://www.johnsonresearchlab.com/

A Holistic Organizational Approach to Driving the Best Performance in Employees
DOUGLAS A. JOHNSON
Western Michigan UniversityFebruary 17, 2012
Texas Association for Behavior Analysis conference, Austin, TXCorrespondence: djohnson@operant-tech.com

Slide 34

Use goals toEstablishing performance goals



Most employees have an
undesirable pairing history withmeasurement

Goals will not work unlessappropriate behaviors and results
are targetedMust be measurable

give them something towork towards

Slide 35

Measurement
may trigger someanxiety initially

Slide 36

Pinpoint thebest workplacetargets

http://www.johnsonresearchlab.com/

A Holistic Organizational Approach to Driving the Best Performance in Employees
DOUGLAS A. JOHNSON
Western Michigan University
February 17, 2012
Texas Association for Behavior Analysis conference, Austin, TX
Correspondence: djohnson@operant-tech.com

Slide 37

Labels are not useful targets

Slide 38

Slide 39

http://www.johnsonresearchlab.com/

Fundamental attribution error
tendency
Labels rarely tell the performers
what they need to start or stop
doing in any specific or meaningfulway

Common violation: Hold employee
accountable for something he or
she cannot control (or only has
partial control over)Can result in extinction of desired
behaviors or reinforcement of
undesired behaviors

Target both results and behaviors
in active terms

A Holistic Organizational Approach to Driving the Best Performance in Employees
DOUGLAS A. JOHNSON
Western Michigan University
February 17, 2012
Texas Association for Behavior Analysis conference, Austin, TX
Correspondence: djohnson@operant-tech.com

Slide 40

Use feedback to

Factors that influence theeffectiveness of feedback

Both accurate feedback andevaluation of performance areneededDespite a small time investment,
the payoff can be substantial

let them know if they
are on the markSlide 41
950
Objective alone
900
Evaluative alone

Mean Performance

850
800

Combined
Evaluative &Objective

750
700

No feedback

650600

1st2nd3rdExperimental Session

Slide 42

http://www.johnsonresearchlab.com/

A Holistic Organizational Approach to Driving the Best Performance in Employees
DOUGLAS A. JOHNSON
Western Michigan University
February 17, 2012
Texas Association for Behavior Analysis conference, Austin, TX
Correspondence: djohnson@operant-tech.com

Slide 43

Handling of emotional behavior
during evaluations

Behavior-based management
does not equal saying thateveryone is “awesome”

Many well-intended managers arevery busy, yet rarely engage inactual management behaviorsWon’t the employees
be emotional whenevaluatedunfavorably?

Slide 44

Employees don’t wantmanagers who

blindly deliver
praise or approval

Slide 45

They’re often

working, but notnecessarily leading

http://www.johnsonresearchlab.com/

A Holistic Organizational Approach to Driving the Best Performance in Employees
DOUGLAS A. JOHNSON
Western Michigan University
February 17, 2012
Texas Association for Behavior Analysis conference, Austin, TX
Correspondence: djohnson@operant-tech.com

Outcomes can only be contingent
if one engages in performancemonitoring

Slide 47

Typical approaches to workplacesafety

Slide 48

Notion that accidents will simply
happenEmployee minding own business

Slide 46

Good managers know what is actually
happening outside of their office

http://www.johnsonresearchlab.com/

A Holistic Organizational Approach to Driving the Best Performance in Employees
DOUGLAS A. JOHNSON
Western Michigan University
February 17, 2012
Texas Association for Behavior Analysis conference, Austin, TX
Correspondence: djohnson@operant-tech.com

Slide 49



Employee inattention to warnings

Slide 50Mechanical engineering of"permanent" safety solution

Slide 51

Analysis of behaviors involved

http://www.johnsonresearchlab.com/

A Holistic Organizational Approach to Driving the Best Performance in Employees
DOUGLAS A. JOHNSON
Western Michigan UniversityFebruary 17, 2012
Texas Association for Behavior Analysis conference, Austin, TX
Correspondence: djohnson@operant-tech.com

Slide 52

Why unsafe behavior is to be
expected under naturalcontingencies

Slide 53

Once again, dramatic
improvements can be seen withbrief but behaviorally soundinterventions



The importance of incentives inthe workplace
Avoiding rewards will not solve
problems

Slide 54

Use
incentives tomake the effort
worth it for them

http://www.johnsonresearchlab.com/

A Holistic Organizational Approach to Driving the Best Performance in Employees
DOUGLAS A. JOHNSON
Western Michigan University
February 17, 2012
Texas Association for Behavior Analysis conference, Austin, TX
Correspondence: djohnson@operant-tech.com

Slide 55

Failures of typical incentives



Most incentives fail to reward thebehaviors they are intended toincreaseExample of flawed reward
structure: Employee-of-the-MonthCommon “incentives” approaches

Slide 56

You get what you pay for,not what you ask for

Slide 57

http://www.johnsonresearchlab.com/

A Holistic Organizational Approach to Driving the Best Performance in Employees
DOUGLAS A. JOHNSON
Western Michigan UniversityFebruary 17, 2012
Texas Association for Behavior Analysis conference, Austin, TX
Correspondence: djohnson@operant-tech.com

Slide 58

Poorly designed rewards caninduce undesired behaviors

Instead of blaming employee forundesired behavior, ask what you
can do to better engineer theenvironment

Employees may harmeach other in an effort
to get the award

Slide 59

Employees mayharmthemselvesin an effort toget the award

Slide 60http://www.johnsonresearchlab.com/

A Holistic Organizational Approach to Driving the Best Performance in Employees
DOUGLAS A. JOHNSON
Western Michigan UniversityFebruary 17, 2012
Texas Association for Behavior Analysis conference, Austin, TX
Correspondence: djohnson@operant-tech.com

Slide 61Lack of clear goal setting in many
reward structures such as EOM

Slide 62

Inherent flaw of EOM and many
similar reward strategies

Simply giving rewards to everyone
regardless of accomplishment
renders the whole affair as an
empty and unvalued gesture

Why a winner takes allstructure may be problematic

Slide 63

http://www.johnsonresearchlab.com/

A Holistic Organizational Approach to Driving the Best Performance in Employees
DOUGLAS A. JOHNSON
Western Michigan UniversityFebruary 17, 2012
Texas Association for Behavior Analysis conference, Austin, TX
Correspondence: djohnson@operant-tech.com

Unnoticed harm of EOM

Slide 65

Is the problem the reward or
reward delivery structure?

Slide 66

What happens when you call mostof your workforce losers eachmonth?

Slide 64

800
700
600
500
400
300
200
1000Pre-CPW

Post-CPW

What is theeffect on themajority?
(i.e., what happenswhen you call 99% ofyour workforce losers
every month?)

http://www.johnsonresearchlab.com/

A Holistic Organizational Approach to Driving the Best Performance in Employees
DOUGLAS A. JOHNSON
Western Michigan University
February 17, 2012
Texas Association for Behavior Analysis conference, Austin, TX
Correspondence: djohnson@operant-tech.com

Slide 67More damage from EOM

General point about rewards, notjust EOM
If desirable reward
If norm-referenced, limited
winner’s circle
If unattainable or unclear goals
If no feedback on progress
THEN
Sabotage
Hurt feelings
Extinction
Frustration
Except for just a handful ofsuperstars

10009008007006005004003002001000

Final baselineFirst enhanced CPW Last enhanced CPW

Slide 68



Outcome 1:
If reward is desired byemployees






http://www.johnsonresearchlab.com/

A Holistic Organizational Approach to Driving the Best Performance in Employees
DOUGLAS A. JOHNSON
Western Michigan University
February 17, 2012
Texas Association for Behavior Analysis conference, Austin, TX
Correspondence: djohnson@operant-tech.com

Slide 69

Outcome 2:
If reward is notdesired by employeesDissatisfaction with rewards in generalSlide 70

Slide 71

How to find therewards that theywill work for

http://www.johnsonresearchlab.com/

If undesired rewardTHEN
No angerBut no performances increases
No motivation for manager to try
something else“I already tried a reward system”
My employees just can’t get
motivated
Rewards are bad

AskObserve
Test

A Holistic Organizational Approach to Driving the Best Performance in Employees
DOUGLAS A. JOHNSON
Western Michigan UniversityFebruary 17, 2012
Texas Association for Behavior Analysis conference, Austin, TX
Correspondence: djohnson@operant-tech.com

Slide 72

Now that we know what the managers
should be doing to properly reinforce
the behavior of their employees, let’s

reinforce proper managerialbehavior

Slide 73

Slide 74

Don’t use training as a cure-all

http://www.johnsonresearchlab.com/

Managers need sources ofreinforcement too
It is necessary to build system ofreinforcement
SummaryA Holistic Organizational Approach to Driving the Best Performance in Employees
DOUGLAS A. JOHNSON
Western Michigan University
February 17, 2012
Texas Association for Behavior Analysis conference, Austin, TX
Correspondence: djohnson@operant-tech.com

Slide 75Slide 76

Slide 77

http://www.johnsonresearchlab.com/

A Holistic Organizational Approach to Driving the Best Performance in Employees
DOUGLAS A. JOHNSON
Western Michigan UniversityFebruary 17, 2012
Texas Association for Behavior Analysis conference, Austin, TX
Correspondence: djohnson@operant-tech.com

Slide 78
Set goals, provide

feedback onprogress, and thenreward whengoals are met

Slide 79

http://www.johnsonresearchlab.com/