EDID 6502: ANALYZING HUMAN

PERFORMANCE

INTRODUCTION OF EDRMS
TO IMPROVE PERFORMANCE
AT PEAS
Consultancy Team:
Allison Salandy-Bernard
Candice Brown
Alana St. Cyr
Shanelle Waithe
Background

 PEAS (Public Employment Agency Services) is a ) is a sole state

managed public service employment agency in Trinidad and Tobago.
 The agency’s mission is to “transform its processes and services
through technology to provide forceful advisory services to clients
through its core values”.
 The agency services a population of over 25,000 public officials and
employees dispersed over 12 Divisions and multiple Sub-Divisions.
Intervention Selection
Development Plan

 The development plan follows Spitzer’s five stage process model.

 Select the development team.
 Prepare the development plan.
 Develop and test the prototype.
 Revise the development plan as needed.
 Produce the final intervention materials.
Stage 1: Select the development
team.
Team Member Function
Project Manager Collaborate with the consultancy group to manage the
implementation of the intervention.

MIS Officer Procurement and customization of the EDRMS. Training

of the human resource staff. Conduct inventory of ITC.

Senior Recruitment Officer Clarify the goals and objectives. Communicate with
consultancy group to ensure intervention is aligned to
goals and objectives.

Design Tech Consultancy Group Manage the implementation of the intervention.

Communicate with all stakeholders to ensure ‘buy-in’.
Stage 2: Prepare the development
plan.
Intervention Description Person(s) with Key tasks and Cost Material
responsibility responsibilities resources used

Implementation of The introduction •Design Tech -conduct US$2,600.00 Configuration

the EDRMS and use of the Consultancy Firm inventory of HR Team
EDRMS for •Head of the HR dept ICT Hardware
maintenance and Dept resources Software
access of all files •Senior members -procure
used by the HR of administration information
department of the •MIS Officer management
PEAS system
-design plan for
use of EDRMS
-support and
training and
development of
EDRMS Manuals
Stage 2: Prepare the development
plan cont’d
Training of HR Provide a two day Design Tech -develop US$1000.00 Stationary
Staff workshop for 100% Consultancy Firm instructional Telecommunications
of staff in the HR Head of HR dept resources Facilities
department and all - identify location Training Team
members of the for training Food Service  
administrative team - solicit caterers
(30 persons) -create schedule for
workshop

Provide job Document and Head of HR dept -Outline services US200.00 Stationary
support materials share services of Design Tech provide by the IS Telecommunications
the EDRMS Consultancy firm -collate information Print Services
Outline staff PEAS about the IS
responsibilities and administration -develop revised
expectations job descriptions

Outline
troubleshooting
guidelines
Stage 3: Develop and test the
prototype.
Stage 3: Develop and test the
prototype.

• Customized EDRMS is
tested by Senior Human
Resources Officer.
• Training workshop is piloted
with two (2) human
resources officers.
• Instructional strategies are
examined for being able to
achieve objectives.
• Instructional materials are
examined for alignment to
objectives.
Stage 4: Revise the development
plan as needed.
 The development plan will be revised based on feedback from the
development team.
 Data obtained from the pilot will also inform the changes to the
development plan.
 The prototype will modified as needed.
Stage 5: Produce the final
intervention materials.
Kottler’s 8-Step Model
 Dublin I3 Change-Focused Model

STAGE 1
Inform/Awareness

STAGE 2
Involvement/Engagement

STAGE 3
Integrate/Commitmen
t
Implementation Plan Using Kottler
and Dublin I3 Change Models
STEPS IN DUBLIN I3 STEPS IN KOTTLER’S MODEL COMBINATION OF MODELS IN
CHANGE-FOCUSED IMPLEMENTING THE
MODEL INTERVENTION IN PEAS
Inform/awareness. Create urgency. Sensitization of employees on EDRMS in a
departmental meeting. Discussion to focus on the
problems affecting workers and the need for a new
system.
Form a powerful coalition. Formation of the development team to include
internal members in the organization. Internal
members in the organization to lead the change.
Internal members to be emotionally committed to
the intervention.
Create a vision for change. Development team to review and modify the
proposed intervention. The proposed intervention is
used to generate ideas on what the organization
should look like post-implementation. The proposed
intervention is translated as an elevator pitch that can
be presented to employees.
Communicate the vision. Senior Recruitment Officer to share elevator pitch
with staff members. Feedback to be obtained.
Employees queries and concerns to be addressed.
Continued sharing of vision particularly during the
training period.
Implementation Plan Using Kottler
and Dublin Change Models
STEPS IN DUBLIN I3 CHANGE- STEPS IN KOTTLER’S MODEL COMBINATION OF MODELS IN
FOCUSED MODEL IMPLEMENTING THE
INTERVENTION IN PEAS

Involvement/Engagement Empower action. Senior Recruitment Officer to identify

employees who are enthusiastic about the
change and those who are hesitant. MIS
officer and Senior Recruitment Officer to
encourage those who are enthusiastic and
share benefits of the new system with those
are reluctant.

Create short-term wins. Highlight achievement of milestones.

Reward employees who performed
exceptionally well during the training period
using a recognition system. Present
certificates to those who fit the above criteria.
Implementation Plan Using Kotter and
Dublin I3 Change Models
STEPS IN DUBLIN I3 CHANGE- STEPS IN KOTTLER’S MODEL COMBINATION OF MODELS IN
FOCUSED MODEL IMPLEMENTING THE
INTERVENTION IN PEAS

Integrate/Commitment. Build on the change. Seek to expand the number of employees who
are proficient/mastered the training. Continue
to assess how employees are responding to the
change.

Anchor the changes. Development of the performance support

materials. Share documents with employees
and continue to discuss the changes.
Evaluation Plan