Distinguished Dissertation Award— 2022-2023Jennifer Jihae Park, Ph.D.The relationships among sustainable work environment, human agency, openness, and innovative work behavior.Jennifer Jihae Park, Ph.D.

University of North Carolina Wilmington

This study examined the relationships among sustainable work environment, human agency, openness to change, and innovative work behavior. Based on Bandura’s human agency theory, the study explored the influence of individual experiences (i.e., personal agency), the actions of others (i.e., proxy agency), and environmental factors on individual behaviors (i.e., collective agency). This study responds to previous literature that called for more research to integrate the three aspects in a single study and to quantitatively examine the human agency construct in the field of performance technology, human resource development, management, and instructional technology.

The participants were full-time employees working at five conglomerates in Korea. The select companies implemented strategic HR initiatives to flatten the hierarchical organizational culture

and promote members’ active communication, openness, and innovation. The sample size was 271. Descriptive and inferential statistics such as confirmatory factor analysis, structural regression analysis, correlations were used to examine the research hypotheses. The CFA results report that the measurement model describes a good fit that was deemed acceptable to conduct a structural regression analysis. All hypotheses, including the mediation effects were statistically significant, supporting the proposed model.

Given that the study was conducted during organizational change initiatives and unprecedented challenges due to COVID-19, the timely results of this study were intended to inform both researchers and practitioners ways to improve human performance and learning in the corporate sector.

Distinguished Dissertation Award— 2022-2023Yao Huang, PhDExploring Mobile Performance Support Systems in the Workforce

Yao Huang, Ph.D.

Mobile performance support systems (MPSS) are being adopted to support workforce performance across many industries and organizations. An MPSS provides just-in-time access to assist workers with their job tasks from anywhere with minimal help from others. Literature suggests that empirical research on MPSS is sparse and sporadic. The purpose of this study was to explore why MPSS is adopted in companies and organizations in North America to solve performance problems and achieve organizational goals.

The study employed qualitative field interviews and thematic analysis to identify themes. Fifteen managers and leaders of MPSS projects from 13 companies and organizations in North America joined the study.

The results identified ten main reasons, six salient benefits, and 12 top challenges reported by over 30% of participants. The ten main reasons for adopting MPSS were to improve efficiency, aid work in the field, lower costs, provide support in the moment, minimize human errors, manage content, meet job condition requirements, alleviate worker burdens, assist highly complex tasks, and support learning. The six benefits of adopting MPSS were to boost performance, build confidence, encourage professional satisfaction, increase ROI, manage corporate knowledge, and enhance organizational reputation. The 12 prevailing challenges in MPSS adoption were resistance, organizational culture, project planning, change implementation, Wi-Fi connection, interface design, device and infrastructure, environment, development and delivery, content creation and maintenance, cost and return, and IT support.

The study results can help HPT professionals strategically adopt MPSS to support performance instead of blindly following current trends.

Outstanding Research— 2022-2023Veronika Shestakova, MSF, CPTData Analyst and Risk Management Specialist_ Practice LeaderVeronika Shestakova

The research addresses the practice of human performance technology. ISPI offers the Certified Performance Technologist (CPT) certification. A valid certification must be based on a job study (job task and practice analysis) that determines what competent practitioners must know and be able to do. A study

is done periodically to confirm the standards are still valid. This was the third study of the practice.

The National Commission for Certifying Agencies (NCCA), the US Department of Labor (DOL), and the International Standards Organization (ISO) set the standards for certifications. Those standards require periodic job studies to confirm the standards on which a certification is based are still valid or prescribe how they should be modified so they remain valid. ISPI conducted its original study in 2001. It did another study in 2011. It was time to do another study in 2021.

The issues were the growing reliance on technology (automated systems), the concern of the discount of science (systematic processes), and the results of the 2011 study that indicated an increasing demand for communication and consulting skills.

The results can be used to strengthen the current standards on which the CPT is based, the ISPI awards criteria, ISPI’s educational offerings, research, and developmental programs.

Outstanding Human Performance Communication— 2022-2023Will Thalheimer, PhD, MBAPerformance-Focused Learner Surveys 

The Book

Performance-Focused Learner Surveys provides a research-inspired approach to surveying learners, gathering meaningful data, and reporting results with clarity. Based on years of practical experience, this second-edition expands on the original classic. It shows how to achieve three goals in evaluation: (1) measuring learning effectiveness, (2) producing actionable results, and (3) sending messages that nudge action.

The Benefits

Based on wisdom from the science of learning, Dr. Will Thalheimer has created the first book on surveying learners that aligns learner surveys to the learning research. With optimism, humor, and great writing, Thalheimer provides a complete and rigorous guide for surveying learners. This second edition will help trainers, instructional designers, teachers, professors, elearning developers, and chief learning officers build virtuous cycles of continuous improvement—while convincing organizational stakeholders of the benefits of improved survey methods. Evaluation and survey experts will benefit as well by considering the practical benefits of Thalheimer’s distinctive questioning approach.

Outstanding Human Performance Intervention— 2022-2023Bank of China Shanghai Advanced Research Institute

BOC Consumer Bank-company Linkage Haoke Loan Business Volume BreakthroughBOC Shanghai Headquarters, Collaborative Development Department

BOC Shanghai Advanced Research Institute

BOC Consumer Finance Co., Ltd.

BOC Shanghai Branch

BOC Zhejiang Branch

BOC Jiangsu Branch

This project is jointly organized by Collaborative Development Department of Bank of China Shanghai Headquarters and Shanghai Advanced Research Institute, with the participation of Bank of China Consumer and branches in the Yangtze River Delta region. This project uses the title "BOC Consumer Bank-company Linkage Haoke Loan Business Volume Breakthrough" to study the coordinated development among branches and comprehensive operating companies in the Yangtze River Delta region.

Under the organization of the project team, the members of the research team conduct in-depth analysis and implementation of the project through the theoretical method of performance improvement with specific project objectives as the direction. In the end, while the project objectives are achieved, it provides specific guidance for the collaborative development of the branches and comprehensive operating companies in the Yangtze River Delta region.

Outstanding Human Performance Intervention— 2022-2023CBP Office of Training and DevelopmentTrade Intelligence and Enforcement CourseChris Hall

Paul Baker

Dave Padley

The project applied a structured approach to shift Trade Specialist employees, their managers, and the organization to a more agile posture based on regular monitoring and analysis of current and emerging trade threats. With an increase in imports and e-commerce because of COVID, the unlawful tactics of importers are constantly evolving and becoming more complex. Leadership recognized the need to keep

the workforce trained and equipped to not only meet current challenges, but also future unknown challenges.

The organization’s Trade Specialists are responsible for facilitating lawful trade and protecting revenue. These specialists are efficient at identifying and remediating an importer’s single violation. However, if an importer and/or the importer’s industry was suspected of multiple violations requiring an in-depth investigation, the employee either transferred the investigation to an Enforcement Specialist or had to learn by experimentation, slowing the process and potentially incurring statute of limitations issues.

Therefore, the project empowered Trade Specialists with advanced techniques in identifying, investigating, analyzing trade violations, and enforcing trade laws. This allowed Trade Specialists and their managers greater flexibility and speed to mitigate risks and emerging threats.

The project is aligned with and supports the organization’s enduring mission priority of facilitating lawful trade and protecting revenue. From FY2020 to FY2021, the aggregate of money collected from trade enforcement activities, trade investigations, and the value of seized items increased 169% ($1.65B in FY2020 to $4.44B in FY2021); but more importantly, the project has contributed to preventing millions of counterfeit and unsafe products from entering the U.S.

Outstanding Human Performance Intervention— 2022-2023CBP Office of Training and DevelopmentDomestic Violence Prevention InitiativeChris Hall

Paul Baker

Dave Padley

The project was the design and development of Lautenberg Amendment training. The Amendment bans access to firearms by people convicted of crimes of domestic violence. The training was to teach accountability procedures for domestic violence situations, but mainly focused on providing domestic violence awareness and prevention education and resources to promote a safe and healthy workforce. The materials were to be incorporated into CBP’s entry-level basic academies. Also, the training would be woven into the full spectrum of leadership training to provide reinforcing lessons throughout an employee’s career.

Outstanding Human Performance Intervention— 2022-2023China Telecom Corporation LimitedHybrid Training Practice for Team Leaders of Digital TransformationOrganizer: China Telecom Corporation Limited

Human Resources Department： Liang WANG

Business Groups of government and Industry Information Services: Ying YANG, Qi REN, Yawei ZHANG, Nengqi JIN

Talent Development Center of China Telecom: Ling XU, Ren MA, Yan WANG, Lintong GAO

1. Implementation purpose: Based on the organization objective of strategic transformation, we aim at driving talent and organization development, help the organization build brand-new business fields and competitive advantages, promote the implementation of strategic transformation and realize high-quality development through learning and development.

2. Expected objective: We aim to systematically and digitally cultivate and establish a team of digital transformation leaders, developing 5,000 leaders by the end of 2022 and 20,000 by 2025, training 1,000 internal coaches, directly driving the performance to increase by over USD 1.5 billion and boosting the growth of digital transformation.

3. Achievements: Since 2019, we have totally held 500 sessions of training, covering 345 prefecture-level units and 15,000 team leaders of digital transformation, and trained 1,407 internal coaches. In the past 3 years, we have explored potential business opportunities totaling USD 8.487 billion, and signed the projects totaling USD 5.046 billion, with a growth rate of 22.7% in the digital transformation.

Outstanding Human Performance Intervention— 2022-2023Greentown Asset Management Group Co.Tripling online sales revenue of four Greentown hotels in three monthsOrganizer: China Telecom Corporation Limited

Human Resources Department： Liang WANG

Business Groups of government and Industry Information Services:  Ying YANG, Qi REN, Yawei ZHANG, Nengqi JIN

Talent Development Center of China Telecom: Ling XU, Ren MA, Yan WANG,  Lintong GAO

At the beginning of 2021, Greentown China set a business goal for its hotel segment of the Business Management Department: to increase sales revenue by 15% from 2020. To achieve this goal, the leaders of the Business Management Department believed new modes of hotel revenue generation were needed. A project team with members from both Greentown and Sinotrac Consulting Company was created to accomplish this task.

After conducting research and analysis in early 2021, the project team selected four hotels as the target for its digital marketing performance improvement efforts. The goal of this project, based on a benchmarking analysis, was to triple the online sales revenue of the four hotels in three months via new media marketing on two leading e-commerce platforms in China, WeChat mall and Meituan (similar to

Groupon). Another four hotels with similar characteristics were also selected as a control group for evaluation purposes.

Using Key Value Chain Analysis, an analytical tool based on Gilbert’s BEM, the project team identified three pain points and conducted cause analysis afterwards. Solutions were then developed to address the pain points in order to improve online sales revenue. Proper measures were taken to ensure the feasibility workability, adoption, and success of the solutions. Implementing these solutions led to significant improvement of online sales revenues and pain points measures. Following Phillips’ ROI methodology, the project team isolated the effects of project using the Control Group approach and calculated the BCR and ROI of the project, before taking actions to sustain the performance improvement.

Outstanding Human Performance Intervention— 2022-2023Innovative Learning Group and Sanofi VaccinesQuality Control Training through Competency-Based LearningSanofi Global Quality Training

Innovative Learning Group

Sanofi Vaccines, working with partner Innovative Learning Group, developed a CompetencyBased Learning (CBL) methodology to ensure effective and efficient development of Quality Control Analysts responsible for testing Sanofi Vaccines products and materials. The Quality Control CBL initiative focused on defining the core and test-specific competencies needed to perform each Quality Control test and then developing a blend of e-learning and on-the-job training solutions to build the necessary competencies for the Analysts.

The pilot of the CBL methodology demonstrated that the methodology enabled the Analysts to perform effectively and at a substantial savings of time and money for the Company.

Outstanding Human Performance Intervention— 2022-2023State Grid Corporation of China Advanced Training CenterTalent Development Program for Customer ServiceNi Jixiang, director of ATC of SGCC

Yang Aiqin, deputy director of ATC of SGCC

Liu Guixin, deputy director of ATC of SGCC

Wang Xiao, director of Teaching Management Department of ATC of SGCC

Xu Xinrong, deputy director of Teaching Management Department of ATC of SGCC

Chen Yue, staff member of Teaching Management Department of ATC of SGCC

Yu Lan, staff member of Teaching Management Department of ATC of SGCC

Zhang Yuan, staff member of Teaching Management Department of ATC of SGCC

Chen Dongping, director of Training Organization Department of ATC of SGCC

Shi Ruiqing, staff of Enterprise Management Department of ATC of SGCC

Jiang Kunyun, staff of Digitalization Construction Department of ATC of SGCC

Pan Hanmei, staff of Teaching Research Department of ATC of SGCC

State Grid Corporation of China (SGCC) proposed to strengthen power supply service and optimize power business environment. Compared with the requirements of the company, there were still some gaps in customer service. ATC (advanced training center) of SGCC had learned that the Department of Marketing had a strong willingness to carry out relevant training and cultivate relevant business talents. ATC investigated and identified business gaps and training needs by working with the marketing departments of 27 provincial companies. Finally, comprehensive evaluation was conducted to confirm that marketing talents could be cultivated through training. ATC analyzed the capability gap and built a curriculum system of six categories.

Through program planning, curriculum development, project implementation, evaluation, ATC carried out a series of training projects. A total of 124 courses were opened and 80 business cases were developed. In 2021, a total of 61,022 students were enrolled in this project and 16 training programs were rolled out. The total offline training hour reached a total of 48,000, whereas online hours reached 870,000 with a record of with online learning hits 1.5 million times. Finally, ATC of SGCC trained 61,022 talents, with passing ratio of over 94.39%, finally we passed 57,600 competent employees, higher than our project target of 55,000 employees. Through training, the problems in the capability of employees had been solved, and the effectiveness of marketing had been increased.

Outstanding Human Performance Intervention— 2022-2023State Grid Corporation of China Jiangsu Electric Power CoSystem Integration Improves Effectiveness _ Efficiency of Talent Development1.     He Zejia, Director of Technical Personnel Evaluation Sub-Center, Electric Power Research Institute, State Grid Jiangsu Electric Power Co., LTD

2.     Zha Xianguang, Director of Human Resources Training Department, State Grid Jiangsu Electric Power Co., LTD

3.     Wu Jun, Deputy Director of Human Resources Training Department, State Grid Jiangsu Electric Power Co., LTD

4.     Yu Congcong, Professional of Technical Personnel Evaluation Center, Electric Power Research Institute, State Grid Jiangsu Electric Power Co., LTD

5.     Wei Peng, Level 5 Staff of Technical Personnel Evaluation Sub-CENTER, Electric Power Research Institute, State Grid Jiangsu Electric Power Co., LTD

6.     Liu Yuan, Professional of Technical Personnel Evaluation Center, Electric Power Research Institute, State Grid Jiangsu Electric Power Co., LTD

7.     Xu Tao, Deputy Director of Human Resources Service Department of Integrated Service Center, State Grid Jiangsu Electric Power Co., LTD

8.     Zhao Junjie, Deputy Director of Human Resources Department, State Grid Nanjing Power Supply Company

9.     Dai Wei, Professional of Human Resources Training Department, State Grid Jiangsu Electric Power Co., LTD

10.   Chen Jingang, Deputy Director of Training Management Department, Jiangsu Skills Training Center of State Grid

11.   Zhang Li, Professional of Technical Personnel Evaluation Center, Electric Power Research Institute, State Grid Jiangsu Electric Power Co., LTD

12.   Tang Jin, Secretary of Technical Personnel Evaluation Sub-Center, Electric Power Research Institute, State Grid Jiangsu Electric Power Co., LTD

13.   Cui Lin, Level 5 Staff of Technical Personnel Evaluation Sub-CENTER, Electric Power Research Institute, State Grid Jiangsu Electric Power Co., LTD

14.   Qin Ran, Deputy Secretary of Digital Technology Center, Electric Power Research Institute, State Grid Jiangsu Electric Power Co., LTD

15.   Luo Shanshan, Director of Technical Personnel Evaluation Sub-Center, Electric Power Research Institute, State Grid Jiangsu Electric Power Co., LTD

16.   Liu Wei, Director of Human Resources Department, Electric Power Research Institute, State Grid Jiangsu Electric Power Co., LTD

17.   Sa Ling, Deputy Director of Human Resources Department, Electric Power Research Institute, State Grid Jiangsu Electric Power Co., LTD

18.   Cai Yi, Professional of Technical Personnel Evaluation Center, Electric Power Research Institute, State Grid Jiangsu Electric Power Co., LTD

19.   Yuan Guangyu, Professional of Human Resources Department, Electric Power Research Institute, State Grid Jiangsu Electric Power Co., LTD

20.   Wang Qin, Professional of Technical Personnel Evaluation Center, Electric Power Research Institute, State Grid Jiangsu Electric Power Co., LTD

21.   Wang Ji, Professional of Technical Personnel Evaluation Center, Electric Power Research Institute, State Grid Jiangsu Electric Power Co., LTD

22.   Chen Jian, Professional of Technical Personnel Evaluation Center, Electric Power Research Institute, State Grid Jiangsu Electric Power Co., LTD

Our company, State Grid Corporation of China (SGCC) Jiangsu Electric Power Co., LTD. (hereinafter referred to as State Grid Jiangsu or SGCC Jiangsu) is the largest subsidiary of SGCC system. Its service area includes 13 prefectures, 53 counties (cities) and more than 15 business units, serving more than 46.5 million people throughout the province. It won the excellence of National Poverty Alleviation Unit and is honored as a state-owned key enterprise management benchmark enterprise of SASAC (State-owned Assets Supervision and Administration Commission of the State Council of China).

SGCC Jiangsu has a power grid larger than that in the UK and Italy with more than 2,990 substations of 35 kV and above, and 87,000 kilometers of transmission lines. In terms of power projects, it has safely operated Jinsu-Su UHV DC (ultra-high voltage direct current) at full power, built ±800 kV Yanhuai DC, Xitai DC and 1000 kV Huainan - Shanghai AC (alternate current) projects, and initially formed a hybrid smart grid with "one communication, three direct" UHV hybrid grid as the backbone and all other levels of power grids integrated, which is a large-scale interaction grid system. SGCC Jiangsu also established an independent "virtual power plant” with flexible and precise load control. It has also completed a 1000kV Sutong GIL (gas-insulated metal-enclosed transmission line) comprehensive pipe corridor tunnel project, and invested a 500 kV UPFC (unified power flow controller) demonstration project inSuzhou, which is now successfully put into operation. It helps the electric transmission and distribution in all households in the province, totaling 5.84 KVA, and takes the lead in eliminating the problem of “insufficient voltage" and "electric transmission jam".

SGCC Jiangsu has a customer satisfaction rate above 99% with its power supply quality ranking the first in China and having assured Jiangsu Province with the least outage time per household per year among all provinces in China. SGCC Jiangsu’s leadership has won the honor of national advanced organization, and its business performance has been in the first place in the SGCC system for ten consecutive years.

Outstanding Human Performance Intervention— 2022-2023USCG Aviation Training CenterAdvanced Aircrew Transition ProgramCDR Gregory Dahl, US Coast Guard Aviation Training Center

LCDR Peter Lewia, US Coast Guard Aviation Training Center

AETC Michael Bramblett, US Coast Guard Aviation Training Center

AMTC William Smith, US Coast Guard Aviation Training Center

AMTC Daniel Cronick, US Coast Guard Aviation Training Center

AETC Roy MacKay, US Coast Guard Aviation Training Center

AET1 Joseph Ivy, US Coast Guard Aviation Training Center

AMT1 Jimmy Feenstra, US Coast Guard Aviation Training Center

AET2 Andrew Champagne, USCG Air Station Cape Cod

Mr. Jayme Winders, US Coast Guard Aviation Training Center

Ms. Sarah Masline, US Coast Guard Aviation Training Center

The Office of Aviation Forces (CG-711) tasked the Aviation Training Center with the development and implementation of a course to expedite the designation and qualification of MH60T Basic Aircrew and Flight Mechanics. The Coast Guard was experiencing a shortage of qualified aircrew at the same time the service was transitioning operational air stations from the MH65 to MH60T helicopter. The traditional unit based designation and qualification time frame typically took 12 to 18 months, but deadlines for full operational capability of Air Station New Orleans necessitated an accelerated time frame.

The MH60T Enlisted Standardization team at Aviation Training center rapidly assembled a team of subject matter experts and course designers from the Performance Systems Division. This team rapidly conducted a Training Requirements Analysis and developed a course schedule, training material, and the end of course knowledge checks. All analysis and course development was completed in less than 6 weeks.

The team then completed a test of the proposed Advance Aircrew Transition Program course and successfully qualified and designated 2 MH60T Basic Aircrew and Flight Mechanics in 5 weeks at a cost savings of over $140,000 and a time to train reduction of 80%. More importantly this new course has set the stage for a more efficient process to qualify aircrew in support of future air station airframe transitions.

Outstanding Human Performance Intervention— 2022-2023USCG Force Readiness Command Training Performance Technology CenterCoast Guard ISO _ ISSO AISSO New Performance Planning Front-End AnalysesWAITING ON AWARDEE

The Office of Coast Guard Cybersecurity requested the PTC analyze the performance of three positions: information system owner (ISO), information system security officer (ISSO), and assistant information system security officer (AISSO). This request included identifying all tasks and steps for each of these positions. The PTC conducted two separate analyses as the positions of the ISSO/AISSO were so similar and the performance of the ISO was distinctly different. The PTC and the Office of Cybersecurity agreed to separate the analyses, and complete the ISO analysis last since the ISO job was currently under review, and the position-specific responsibilities and qualification requirements were anticipated to change in the near future.

The ISSO/AISSO was started immediately followed by the ISO analysis. In addition to analyzing these specific cyber positions, the customer also requested that the PTC identify current best practices and factors that influence ISO performance, and make recommendations for performance support solutions.

The PTC identified the accomplishments and tasks performed by the ISSO/AISSO and ISO, the factors that influence their performance, and recommended appropriate performance support interventions to improve overall performance in the field.

Outstanding Human Performance Intervention— 2022-2023USCG Marine Inspector Performance Support Architecture TeamMarine Inspector Performance Support ArchitectureBrittany Poley, CDR, MIPSA Project Lead, USCG

G. Keith Core, MIPSA Lead Program Representative, USCG

Krista Welch, CDR, MIPSA Project Lead (2018-2019), USCG

Christopher Brunclik, CDR (ret.), MIPSA Lead Consultant, USCG

Brian Penoyer, RADM, MIPSA Executive Champion, USCG

Toni Tharpe, MKCM, MIPSA Lead Analyst, USCG

David Porco, CWO4 (ret.), MIPSA Lead Analyst, USCG

Benjamin Lyons, LCDR, MIPSA Lead Analyst, USCG

David Meyer, MIPSA Project Manager, USCG contractor (JPI, Inc.)

Anna Compton, MIPSA Assistant Project Manager and Senior Analyst, USCG contractor (JPI, Inc.)

Graeme Hall, MIPSA Assistant Project Manager and Senior Analyst, USCG contractor (JPI, Inc.)

Sina Kingsbury, MIPSA Instructional Designer, USCG

Shawn Simeral, LCDR, Marine Inspections/Investigations Training Center School Chief, USCG

Robert Birdwell, CWO4, Marine Inspections/Investigations Instructor, USCG

P. Tony Wagner, CWO4, Marine Inspections/Investigations Instructor, USCG

John Winter, Marine Inspections/Investigations Training Center lead for PQS, USCG

Christopher O’Neal, MIPSA Lead Marine Inspector Training Officer (MITO), USCG

Brian Fisher, MIPSA Lead MITO, USCG

James Hinde, MIPSA Lead MITO, USCG

This list encompasses the main guiding members and analysts of the MIPSA team. There were hundreds of additional personnel who provided subject matter expertise, accomplished performer expertise, technical design and development expertise, beta and pilot testing feedback, strategic decision-making, and other services.

Problem: Marine Inspector training was fragmented and outmoded, resulting in non-ideal inspector proficiency and sometimes inconsistent inspections.

Impact: Critical training gaps are left open or filled in non-systematic ways. Marine Inspector proficiency was identified as an issue in numerous National Transportation Safety Boards following major mishaps, Coast Guard, and Congressional reports, including the reports following the sinking of the U.S.-flagged vessel El Faro and loss of her entire crew of 33.

Project Purpose: To improve the Marine Inspections workforce’s sustainability, consistency, and proficiency.

The MIPSA team conducted a thorough, 4-year, $9.6 million project involving analysis, design, development, implementation, and evaluation of marine inspectors’ work, workers, workforce, and work environment.

The project resulted in a comprehensive, consistent suite of self-paced, modularized e-learning and unit-administered structured-on-the-job training at the apprentice level.

Outstanding Human Performance Intervention— 2022-2023USCG Performance Technology CenterOfficer Evaluation System Modernization AnalysisPhase 2

LCDR Richard Russell, Organizational Analysis Section Chief, Performance Technology Center

LCDR Eric Lunde, Blended Learning Intervention Section Chief, Performance Technology Center

Mr. Kelly Cross, Performance Analyst, Performance Technology Center

Ms. Jess Miller, Performance Analyst, Performance Technology Center

CDR Jared Silverman, Change Action Team Representative, Personnel Service Center

CDR Jayme Dubinsky, Change Action Team Representative, Personnel Service Center

Phase 1

Mr. Tim Haws, Performance Analyst, Leadership Development Center

Mr. Sam Sprenkle, Performance Analyst, Leadership Development Center

Ms. Elizabeth Knox, Performance Analyst, Leadership Development Center

Mr. Ed Delosreyes, Performance Analyst, Leadership Development Center

MCPO Tommy Frazier, Acting Performance Support Department Chief, Leadership Development Center

Ms. Joellen Mitchell, Performance Analyst, Leadership Development Center

The U.S. Coast Guard was charged in the Coast Guard Authorization Act of 2018 (CGAA 2018) to review and overhaul the 37-year-old system used to evaluate the performance of Commissioned Officers and Chief Warrant Officers. The CGAA specifically required the Coast Guard to implement changes that directly result in: 1) Improve the administrative efficiency of the system; 2) Reduce and streamline performance dimensions and narrative text; 3) Eliminate redundancies with the officer specialty management system and any other record information system that are used during the officer assignment or promotion process, provide fairness and equity for Coast Guard officers with regard to promotion boards, selection panels and the assignment process; and 4) Ensure office evaluation responsibilities can be accomplished within normal working hours.

A joint team represented by the Performance Technology Center, Personnel Service Center and Leadership Development Center conducted a wide-ranging analysis consisting of industry benchmarking, sister service comparative studies and academic research to replace the current 18 performance dimensions with 10 new performance dimensions. The new officer evaluation dimensions redefine performance, leadership and professionalism standards for more than 8,000 personnel, and realigns the entire system with a forward-looking talent management strategy.

Notably, the Coast Guard for the first time will evaluate officer achievement in the areas of inclusivity, emotional intelligence, bias for action and performance management. Ultimately, this revised evaluation system will directly change how our Service inspires and develops the officers of tomorrow and sustains the U.S. Coast Guard as an employer of choice for all.

Honorary Life Member Award— 2022-2023Dr. Timothy R. Brock 

Tim is a lifetime ISPI member. He is the founding president of ISPI’s Central Florida Chapter and a founding member of Capella University’s virtual chapter. Tim has served on many Society committees and been the chair of the awards, chapter partnership, and the CPT credential committees, which he currently chairs. He has been a frequent presenter at international and regional conferences. Tim has authored articles for both of ISPI’s publications and written book chapters for various publishers on human performance technology topics. Tim is currently a senior associate at ROI Institute and a faculty member at the United Nations Systems Staff College in Turin, Italy, and Capella University in Minneapolis, where he teaches doctorate and advanced doctorate courses in performance improvement and evaluation. Tim is a retired Air Force officer and a retired human performance systems engineer from Lockheed Martin. He will never retire from being a Certified Performance Technologist. 

Thomas F. Gilbert Distinguished Professional Achievement Award— 2022-2023Cosiamo Bavuso (Peter Baverso) 

Peter Baverso is an experienced thought leader, active in the Lean/ Agile performance innovation community since 1996 and respected leader in the HPT community. Peter has made and continues to make significant contributions to HPT by focusing on cognitive intelligence, courageous agility, and diversity of thought and behavior as the capstone in building on sound and fundamental HPT principles. Peter helps teams and organizations become smarter, faster, and stronger through agility building practices that drive innovation and foster an inclusive culture of success. He is the author of the eX5 Strategic Innovation Framework, Human Performance Architecture Framework, and SMART Canvas series, a Courageous Agility Program, and UMANIAMO—work made for humans.

A three-time and current President of the ISPI Potomac Chapter and true leader in our field, he engages with ISPI on many levels and fosters a community of HPT professionals. He has cultivated a spirit of continuous development and mentored many DC-area practitioners to further the role of HPT in the workplace. Peter is an HPT visionary who is (in his own words) “…passionate about the power of mindful practices to amplify agility and liberate human potential in organizations. When people trust each other and find ways to collaboratively improve, everyone wins! I’m constantly inspired by the power of a committed group of people to help organizations transcend habitual patterns to invite a new future to emerge.”