1. Micron Confidential
08/28/15
Aligning Performance
The Language of Work Model
by Danny Langdon and Kathleen Whiteside
©2008 Micron Technology, Inc. All rights reserved. Products are warranted only to meet Micron’s production data sheet specifications. Information, products
and/or specifications are subject to change without notice. All information is provided on an “AS IS” basis without warranties of any kind. Dates are estimates
only. Drawings not to scale. Micron and the Micron logo are trademarks of Micron Technology, Inc. All other trademarks are the property of their respective
owners.

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Goals and Agenda
• Goals:
Share with you information from one day workshop.
Identify ways in which this model can be useful to Micron.
Discuss the potential uses of the model and answer
questions.
• Agenda:
Introduce the model and do the 10 minute teach that is used to
show participants in an analysis how to use the process.
Briefly describe how the model can be used for alignment
across the organization.
Identify the role of culture (aka: workforce support) in
alignment.
Perform an abbreviated version of the job model process
(An exercise).

3. ©2008 Micron Technology, Inc. All rights reserved.
Origins of the
Language of Work
Instructional & Performance Technology

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Putting the Model into Context
• The Language of Work has its foundation in Behaviorist
Theory
 B.F. Skinner
 Operant Conditioning
 Programmed Learning
 Solving Human Problems Should be a Science
• Walden Two
• Beyond Freedom and Dignity
 Danny Langdon
 Chemist: Introduced Programmed Learning into Chemistry instruction
 Former Director of Corporate Training at Morrison Knudsen
 Language of Work Model
• The New Language of Work
• Aligning Performance: Improving People Systems and
Organizations

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The Strengths
• It provides a common language for thinking and
talking about performance
• It creates a systematic way of modeling
performance that is both practical and useful
• It can be applied at any level of the organization
Here are some solid building
blocks that we can use

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Potential Weaknesses
• Does not address the range of human
behaviors
 Need for innovation and creativity
 Value of dialogue and collaboration
 Risk taking
 Conflict resolution

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The Periodic Table as a Model
Can you imagine a
chemist working
without the periodic
table as a model?
So why would a
Performance
Technologist work
without a model?

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The 10 Minute Teach
Instructional & Performance Technology

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The Language of Work: How Did It Come to Be?
Behavioral
Psychology
B.F. Skinner
Stimulus Response Consequences
Instruction Respond Feedback
Conditions Behaviors Standards
Inputs Condition Process
Outcomes
Programmed
Instruction
Robert Gagne
Objectives
Robert Mager
Organizational Scan
Donald Tosti
However, all these flows are lacking the human element...

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A Model for Defining Performance - - -
Conditions
(The Environment)
Inputs OutputsProcess
Feedback
Consequences
The Language of
Work is More
Than the Six
Words!!!
- - Which allows you to Align, Think and Talk about, Facilitate, Manage,
Improve, Measure and Change Work is a Systematic and Reliable Way

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Playing Football - - - A Core Process
Input
s
Proces
s
Outputs Consequence
s
Feedback
Conditions
Final Score
NFL Rules
Playbook

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• Passes
• Handoffs
• Runs
• Plays Called
• Signals Called
Outputs
• Coaches
• Plays
• Other Players
• Football
• Playbook
• “Reads”
Inputs
1. Observe Defense
2. Huddle & call play
3. “Read” Defense
4. (Change Play at Line)
5. Call signal
6. Drop back
7. “Read” Defense
8. Handoff/pass/keep
Process
Conditions
• Competition
• NFL Rules
• Weather Conditions
• Field Position
• Touchdown
• Field Position
• Winning
• Fame
• Personal
Statistics
Consequences
• Fans
• Umpires/Referees
• Owner
• Coach
• Media
Feedback
© 2004
Quarterback
An Individual (Job)

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The Language of Work: Performance of Job Aid
Element Definition
Outputs
What is produced for the organization. Tangible deliverables.
Expressed in past tense.
Inputs
Resources/requests (triggers) needed to produce outputs.
What must be present for the output to happen.
Conditions
Existing factors that influence the use of inputs and processes
used to produce outputs. The Environment.
Consequences
The effects that the output has on a person, product, service,
or situation. Must be measurable.
Process Steps
The steps followed using the inputs, under the conditions, in
order to produce the outputs. (What people DO) Use verbs.
Feedback
Response to outputs that confirms success or indicates
needed adjustments. May be formative or summative.

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Language of Work Definition Rules
GENERAL
• When defining a work map or job model, avoid judging the adequacy of work elements. Value judgments should be
used during assessment to improve work.
OUTPUTS
• State major deliverables as products, services, and/or knowledge
• Write statements in the past tense; as if already delivered to your client(s), i.e. “Reports Produced.”
• Definition of outputs is often iterative. Be open to combining/deleting/editing upon reflection; especially when process
steps are defined
• Ask who your clients are and what is produced/provided for them?
INPUTS
• Define those things that trigger work at the request of customers
• Define the resources needed to produce each output
• Number the inputs in relation to each output
CONDITIONS
• List the external conditions: federal, state, and local laws, regulations, professional standards
• List the internal conditions: policies and procedures, manuals, safety requirements. Be relatively specific, i.e., which
policies.
• Avoid listing adverse conditions, such as complaints, poor attitudes. (This is not a “whine” list).

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Language of Work Definition Rules cont.
PROCESS STEPS
• Use action verbs
• List steps as mini-deliverables
• Think in terms of: “I do this, then I do that, and then..”
• Provide only as much detail as is needed to reach common understanding and consensus among those doing the
mapping
CONSEQUENCES
• List the positive results to the business, to the customer, and to you personally
• Begin with most general consequences; then address specific consequences to a given output
• Key to each consequence the output(s) that help result in achievement
• Include only those consequences you would be willing to be measured against and are attainable by you in your
position
FEEDBACK
• State the sources that tell you that the output and consequences have been achieved
• Identify how client satisfaction will be known?
• What feedback sources will be used during processing? What will be useful after? Mark each “during” or “after”
• Identify which feedback sources are needed for inputs?
• Identify any feedback sources be needed in relation to conditions?

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Who Provides Input into the Analysis?
Job Level
Exemplary
Performer
Exemplary
Performer Exemplary Performer
Data
Gatherer/
Facilitator
Data Entry
Internal Process/
Culture Owner
(if exists)

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Who Provides Input into the Analysis?
Business Unit, Core Process, & Work Group
Internal
Process/
Culture Owner
(if exists)
Direct
Reports
Data
Gatherer/
Facilitator
Data Entry
CUSTOMER
External
Process
Expert
(Optional)
Manager/
Executive
SUPPLIER

18. ©2008 Micron Technology, Inc. All rights reserved.
Create a Job Model
Job Model for Workforce Development
Specialist

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Let’s Apply What You’ve Learned So Far!
• We are all Workforce Development Specialists at
Micron
 So you are our Exemplary Performers
• Data Gatherer/Facilitator
• Internal Process/Culture Owner (optional)
• Data Entry
So where
do we
start?

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Steps of Creating a Job Model
• Outputs
• Inputs
• Conditions
• Consequences
• Process Steps
• Feedback
Q: How do I know if an output is too
broad?
A: Does the output have different
processes? Then it should be
broken down.Then rank the outputs from most
general to most specific.
Why? Because the chance of a broad
output covering a specific output later
are higher.

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Books/
Articles
Internet
Subject Matter
Experts
PC/
Applications
INPUTS
OUTPUTS
CONDITION
SCompany/Department Policies (e.g., Safety), Shift Work, Company
Culture, Business Cycle, Staffing, Demographics, Budget
Recommendations
Provided
3
1
Classes
Developed
2
Coaching
Delivered
Define
Audience
Define
Instructional
Goal
Design/
Create
Objectives
Develop
Instruction
Create Class
Materials
Determine Evaluation
Methods (Formative
and Summative)
Determine Most
Appropriate
Solution
Identify
Potential
Solutions
Review the
Data w/
Stakeholders
Analyze the
Data
Gather DataDetermine
Required Data
Identify the
Stakeholders
Job Model for Micron WDS

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CONSEQUENCES
Skilled and Knowledgeable Workforce
Satisfied Customers
Improved Processes and Programs
Improved Relationships and Partnering Opportunities (Groups,
Individuals)
Increased Job Satisfaction
FEEDBACK
Manager/Stakeholder Feedback
Regularly Scheduled Meetings
Subject Matter Experts
Pilot Classes
Co-workers/Peers
Formative Evaluation Results
Class Activities/Assignments
During After
Participants/Participant Behaviors
Evaluation Surveys
Business Results/Reports/Data
Instructors
Manager/Stakeholder Feedback
Benchmarking
Formal and Informal Evaluations
Pre/Post Assessments
Class Activities/Assignments
Job Model for Micron WDS cont.

23. ©2008 Micron Technology, Inc. All rights reserved.
Aligning Performance
Across the Organization
Understanding Levels & Their Relation

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Uses for Language of Work Model
• The model can be used for
several levels in an
organization
 Business Unit
 Core Process
 Work Group
 Job Level
• Work Execution comprised most of the workshop
• Do the people placed have the tools and resources
necessary to do their jobs

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Work = Performance
• Levels of Work
 Business Unit (What is tied to the strategy?)
 Core Processes (How to do the work necessary?)
 Individual Jobs (Who is doing the work?)
 Work Groups (How are people organized to get the
work done?)

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Timetable for Alignment within an Organization
• For Danny Langdon’s and Kathleen Whiteside’s
process:
 Business Units and Processes require ~ 1 day
 Jobs require between 4 hours – 1 day
 Work Groups require ~4 hours
• In aligning and defining the work, systems and
business units can be examined without knowing
“who” is doing the work

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Recognizing the Need
• “Where is the performance in this organization?”
 How can an OE/OD consultant improve the
performance?
 What is needed for the improvement?
• The organization has either grown too big or
there are employees across the organization that
are replicating the same work
 Need to organize these employees so that the work
is aligned with a common purpose

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Principles of Alignment
• Horizontal: Alignment across the 4 levels within
the layer
• Vertical: Alignment of like elements (similar to
“line of sight”)
• Synergistic: Alignment between the layers,
looking at work behavior

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Vertical Alignment Illustration
Inputs Conditions Process Outputs Consequences Feedback
Business
Units
Inputs Conditions Process Outputs Consequences Feedback
Processes
Inputs Conditions Process Outputs Consequences Feedback
Individuals
Inputs Conditions Process Outputs Consequences Feedback
Work
Groups

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Business Alignment – 3 Dimensional
Input Conditions Process Output Consequences Feedback
Business
Unit
Core
Processes
Individual
s
Work
Groups
Vertical
Horizontal
WORK
EXECUTION
WORK
STANDARDS
WORK SUPPORT
WORK
RELATIONS

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A Practical Example of the Layers
HUMAN
CONSONANCE
WORK STANDARDS
9.5
WORK
EXECUTION)
WORK SUPPORT
NOISENOISE
NOISE
HUMAN
RELATIONS

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Challenges and Implications
• Alignment effort takes time
 Example: Micron’s Performance Management
initiative
 Early alignment realized with GJS codes
 Company is aligning to one method of evaluating
team members
• Alignment is validated through the
implementation
 The mission and vision must be aligned
 The outputs for the levels must align

33. ©2008 Micron Technology, Inc. All rights reserved.
Work Support Matrix
Culture

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Culture
• If anything hinders people from getting work done, it is the
culture of the organization. All organizations have a
culture; the question is: is culture the healthiest it can be
to promote good work?
• In the Language of Work model we call culture “Work
Support.” It is directly linked to achieving “Work Execution.”

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What is Work Support (aka Culture)?
HUMAN
CONSONANCE
WORK STANDARDS
9.5
WORK
EXECUTION
WORK SUPPORT
NOISENOISE
NOISE
HUMAN
RELATIONS

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While modeling (processes, jobs, work groups,
and/or business unit), support issues and
needs are identified in the context of actual
work. Then:
RESULT: Changes have been identified by employees, so
resistance is lowered and can be monitored/managed together.
2. Prioritize needs and
3. Select interventions …to enhance the work
support for the new organization.
1. Tie comments (issues and needs) to the work
support matrix.
Identify and Improve Work
Support/Culture

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Examples
• As part of each core process and job modeling session ask:
“What obstacles stand in the way of great performance?”
• Sample Comments:
 Lack of strategy that maps to objectives
 Need to resolve conflicting priorities
 Lack of larger business plan
 Need for business plan
 Better defined authority (so VPs don’t contradict actions)
 Etc. Etc. Etc.

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Work Support Matrix
1A STRATEGY AND BUSINESS PLAN
4. Strategic Plan
• Lack of strategy (Security) that maps to objectives
• Need to resolve conflicting priorities
1A STRATEGY AND BUSINESS PLAN
6. Business Plan
• Lack of larger business plan
• Need for business plan
4B VALUES AND PRACTICES
4. Decision Authority
• Better defined authority (so VPs don’t contradict actions)
(continues)
Comments are categorized to major headings and sub-headings in
the Work Support Matrix

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Display Results on the Work Support Matrix
1. Business Needs
2. Knowledge
3. Orientation
4. Partners
5. Personnel
6. Projects
7. Strategy
1. Client Retention
2. Goal Consistency
Across Units
3. Repeat Business
4. Reputation
5. Teamwork
1. Management System
2. Partnerships
3. Performance Improve-
ment Interventions
4. Personnel Selection
5. Skill Maint./ Devel.
6. Workflow
7. Work Group Ties
1. Individual & Work
Group Needs:
• Equipment
• Raw Materials
• Intellectual
Knowledge
2. Strategy
1. Product or Service:
• Cost
• Delivery
• Quality
• Quantity
1. External Regulations
2. Internal Policies
3. Professional Ethics
4. Professional
Standards
1. Hardware Technologies
2. Knowledge Transfer
Mechanisms
3. Management Facilitation
4. Software
5. Systems Approach
6. Schedule
1. Marketshare
2. Measures of Success
3. Public Relations
4. Satisfaction of Customers
5. Satisfaction of
Stakeholders
1. Work Group Models:
• Knowledge
• Products
• Services
1. Core Process Model
Process:
• Knowledge
• Products
• Services
1. Business Unit Model:
• Knowledge
• Products
• Services
1. Continuous Improvements
2. Facilitation Methods
3. Information Systems
4. Measurements
5. Meetings
1. Continuous Improvements
2. Management Reinforcement
3. Measurements
4. Quality Checks
5. Schedules
1. Measures of Success
2. Reaction/Requests of
Stakeholders/Clients
3. Reputation
4. ROI
1. Budget
2. Competition
3. Decision Authority
4. Governance
5. Methods of Change
6. Organizational
Units/Functions
7. Regulations
8. Politics
1. Customer Satisfaction
2. Job Satisfaction
3. Personal Satisfaction
4. Tie to Work Group
1. Attributes
2. Benefits/Pay
3. Budget
4. Ergonomics
5. Employee Handbook
6. Ethics
7. Policies
8. Safety
9. Schedule
10. Workload
1. Career Development
Plan
2. Documentation
3. Performance Improve-
ment Interventions
4. Skill Maint./Devel.
5. Succession Planning
6. Work Flow
7. Work Tools
1. Job Models:
• Knowledge
• Products
• Services
1. Dialogue
2. Internal Client Evaluations
3. Performance Appraisal
4. Rewards & Recognition
5. Turnover
1. Assignments
2. Boss/Organization
3. Equipment/Facilities
4. Goals & Objectives
5. Identified Client
Needs
6. Job Description
7. Strategy
1. Consistency of operation
2. Degree of centralization/
decentralization
3. Flexibility
4. Linkages/interactions
5. Organizational Hierarchy
1. Attributes
2. Budget/Funds
3. Conflict Resolution
4. Decision Authority
5. Ethics
6. Mgmt/Leadership
Practices & Expect.
7 Other Group Practices
8. Schedule
WORK
GROUPS
3E
FEEDBACKINPUT CONSEQUENCESCONDITIONS PROCESS OUTPUT
PROCESSES
BUSINESS
UNIT
INDIVIDUALS
CLIENT NEEDS
& RESOURCES
WORK GROUP
RESULTS
INTERFACE/
RELATIONSHIPS
PROCESS
RESOURCES
PROCESS
RESULTS
REGULATIONS/
POLICIES
TECHNOLOGIES
(SOFT & HARD)
BUSINESS
RESULTS
WORK GROUP
DELIVERABLES
PROCESS
DELIVERABLES
BUSINESS
DELIVERABLES
STRATEGY &
BUS. PLANS
MANAGEMENT/TEAM
INFORMATION SYSTEM
CONFIRMATIONS &
CORRECTIONS
BUSINESS
MEASUREM./EVALUAT.
CULTURE /
CONTROLS
INDIVIDUAL
RESULTS
WORK
INFLUENCES
WORK
METHODS
JOB
DELIVERABLES
CONFIRMATIONS &
SELF ADJUSTMENT
CLIENT NEEDS
& RESOURCES
ADMINISTRATIVE
SYSTEMS
VALUES &
PRACTICES
2D
4E
1A 1B 1C 1D 1F1E
2A 2B 2C 2F2E
3A 3B 3C 3D 3F
4A 4B 4C 4D 4F
1. Competitive
Advantage
2. Customer Needs
3. Mission/Vision
4. Strategic Plan
(including goals &
objectives)
5. Driving Force/Values
6. Business Plan

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Sally’s Slides4 Levels of Organizations
The Language of Work Model
• Products
• Services
• Support
• Communications
• Facilitation
• Management
D e p a rtm e n t
B u s in e s s S a le s Im p le m e n ta t io n
L e a d e r
HOW?WHAT? ORGANIZATION ?
WHOM &
HOW MANY?
Vision
Mission
Strategy
Business Performance Alignment
The Language of Work Model
• Products
• Services
• Support
• Communications
• Facilitation
• Management
D e p a rtm e n t
B u s in e s s S a le s Im p le m e n ta t io n
L e a d e r
HOW?WHAT? ORGANIZATION ?
WHOM &
HOW MANY?
Vision
Mission
Strategy
Core
Processes
Business
Unit
Work
Groups
Individual
Jobs

41. ©2008 Micron Technology, Inc. All rights reserved.
How Can The Model Be
Used??

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Application Examples
We Can Use Help With: Examples
Identifying Training and
Performance
Improvement Needs
“We offer hundreds of courses to our employees every year.
We need to assess the real need for training and for other
performance improvement initiatives”
Organizational Structure
Changes
“We need a new organizational structure now that we have
implemented SAP”
“We are going towards a more centralized service model. How
do I organize these multiple and maybe redundant functions?”
Job Modeling and
Clarifying Relationships
“We need to better understand what work is actually being
done in each position and validate assignments. We also need
to set standards and assign levels.”
Work Group Collaboration “We have employees who sometimes duplicate efforts or work
at odds with one another. Our employees need to collaborate
more effectively.”
Identifying and Attaining
Competencies
“We installed competencies throughout our organization a
year ago – and now everyone hates them. What can we do?”

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Application Examples cont.
Improving Performance
Assessment/Appraisals
“We have a new performance management system. WE have
trained people on our new software, but they really aren’t very
good at talking about performance.”
General Request for Some
Kind of Change
“The price of our product is going down and we need to
consolidate. How do we decide which positions to combine or
eliminate?”
Creating Integrated HR
System
“I sure wish HR would create a single model for all of the
things I need to do. Every time I hire someone, train them,
evaluate performance etc. I have to go through this learning
curve because everything seems to have a different base. Can
you help fix this?”
Outsourcing “We need to outsource X function to a company that
specializes in this. The financial aspects are being handled, but
I need to figure out how to keep up quality while letting others
do the work. Can you help me?”
Performing Cultural Due
Diligence
“We are considering acquiring (or have just acquired) another
small company and the cultural differences are significant. Can
you help us create a common culture?”

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Does Anyone Have Other Suggestions?

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©2005 Micron Technology, Inc. All rights reserved.
Questions & Discussion

46. Thank You. Have a Nice Weekend!