Course Manual

Promoter
Profile of a
Productivity Practitioner
Consultant Trainer (Understanding the
Roles and Competencies)
Productivity
Practitioner
 Module 3 - Profile of a Productivity Practitioner
Introduction

• This module allows you to gain insights on what a

productivity practitioner is

• You will also be able to cite the roles and competencies of a

productivity practitioner
 Module 3 - Profile of a Productivity
Practitioner
Introduction
• This module will also help you develop a perspective on how to
integrate the three (3) basic roles of a productivity practitioner in
the context of your function in your organization

• In other words, you may become a promoter, consultant or

trainer on productivity and quality (P&Q) improvement in your
organization. For example, if you are assigned as Assembly Line
Supervisor of a small or medium enterprise, your main task is to
ensure that your line’s outputs/finished products are processed on
time and meet customer’s expectations
 Module 3 - Profile of a Productivity
Practitioner
Introduction
• As a promoter, you will make the line workers aware of P&Q
principles in the assembly line. As a consultant, you provide
technical guidance/advise to your staff in making sure that
product specifications and process standards are observed in
the assembly line

• As a trainer, you enable your staff to develop their skills in

applying P&Q tools and techniques
 Module 3 - Profile of a Productivity
Practitioner

Learning Objectives
At the end of the module, participants will be able to:

1. Define what a Productivity Practitioner is

2. Identify the roles and competencies of a Productivity
Practitioner
3. Describe the model for competency development of
Productivity Practitioners
4. Explain how to map out current individual competencies
given the Roles and Areas of Expertise (AOEs) of a
Productivity Practitioner
 Module 3 - Profile of a Productivity
Practitioner
Outline
• Understanding the Profile of a Productivity Practitioner
− Definition of a Productivity Practitioner
− The Roles of a Productivity Practitioner
− Development Path of a Productivity Practitioner

• Key Concepts and Principles of Competency Development vis-à-vis

Roles of Productivity Practitioner
− Competency
− Competency Mapping
− Competency Standard
− Six Areas of Core Competencies

• Model for Competency for Productivity Practitioners

− Clusters of Competencies
− Areas of Expertise
 Definitions: Productivity Practitioner
versus Productivity Specialist
In this module, you may encounter the concepts of ‘Productivity
Practitioner and Productivity Specialist’. While the connection seems very
close and the distinction almost negligible, these two are actually separate
characters or personalities in the field of productivity.

Historically, this course has evolved in terms of the design content &
methodology) over the last 17 years of implementation as a standard
training intervention. The very first training was implemented in 1996 with
the original title – Development of Productivity Specialists. In 2008, the
title of the course was formally changed by the APO to Development of
Productivity Practitioners.

Thus it is important to clarify the two terms– practitioner & specialist.

 Standard Definition of a Practitioner

“A person who carries out, apply,

performs or work at repeatedly so as to
become proficient in a specific area (as
in business, arts, medicine, teaching,
etc.)

Webster’s Dictionary
 Standard Definition of a Specialist

• One who is devoted to a particular occupation or branch of

study or research (American Online Dictionary)

• A person who devotes or limits his interest to some special

branch (as in activity, business, art or science).
(Webster’s Dictionary)

• For instance a Specialist is one who only does productivity

measurement at firm/organization level. Or he/she only focuses
on training course designing and development
 Understanding the Profile of a
Productivity Practitioner

While this course focuses on ‘productivity practitioner’, you will be

able to appreciate its distinction from a ‘productivity specialist’

The next slides define a productivity practitioner and productivity

specialist

It should be noted that in developing competencies one could move

along a path that allows him/her to initially become a ‘productivity
practitioner’ and then eventually specialize in specific P&Q areas,
tools and techniques as a ‘productivity specialist’
 What is a Productivity Practitioner?

One who is accountable for the

institutionalization of productivity and
quality improvement through the
practice/application of various
Productivity and Quality (P&Q)
approaches and tools through promotion,
training and consulting
 What is a Productivity Practitioner?

• One who facilitates P&Q deployment at the “actionable level”

through transfer of P&Q knowledge and skills

• One who takes the lead in implementing productivity

improvement projects that are aligned with the objectives of
an organization

• One who ensures the implementation of productivity

improvement projects in close coordination with key
stakeholders and project teams
 What is a Productivity Practitioner?

• One who helps sustain the gains of successful productivity

improvement projects

• One who serves as a promoter/facilitator, trainer, and

consultant of productivity improvement projects
 What is a Productivity Specialist?

• One who specializes in the practice or application of a specific

P&Q tool and technique or function

• Hence one can be a 5S specialist or Training specialist, or a

Productivity Measurement specialist.
 To help advance the Asian
Productivity Movement

There is a Need to have

A new breed and

critical mass
of Productivity
Practitioners
 ...who can influence P&Q implementation

Sharing the
gains

PARTNERSHIPS
with industries, LGUs, NGOs and other key stakeholders of the organization/sector
 ...in an organization

Team of P&Q
Implementers P&Q Capability
Development and
• National Productivity
Enhancement
Organization Officers
and Staff
(through Customized
• Officers and Staff of Courses)
organizations/enterprises Clients
Organizations recognize
the need to continuously
enhance competencies
of potential productivity
practitioners
 The Roles of a Productivity Practitioner

As Promoter

• Creates awareness on P&Q by actively participating in the

actual application of P&Q tools and approaches in an
organization and its partners/clients

• Is responsible for steering, monitoring, evaluating and

sustaining P&Q improvement programs in an organization
 The Roles of a Productivity Practitioner

As Consultant

• Provides technical assistance to an organization and its clients

in the effective application of P&Q tools and techniques

• Guides the counterpart team of an organization or client in

conducting P&Q climate diagnosis to determine the current
issues/problems or opportunities for improvement (OFIs)

• Helps clients develop and implement P&Q solutions to

address the OFIs
 The Roles of a Productivity Practitioner

As Trainer

• Delivers P&Q learning solutions/training courses to key

stakeholders within an organization or in clients/partners

• Shares knowledge and skills in applying P&Q concepts, tools

and techniques for improving business operations
 Development Path of Productivity
Practitioners and Specialists
Skill
Attitude/Beha Practice &
Productivity vior Self-study
Specialists
Knowledge and Skill Level

Specialized Knowledge
*specializing in specific P&Q tools & techniques
Attitude/Beha Practice &
vior Self-study Skill

Attitude/Beha Advance Knowledge Productivity

vior
Practice &
Practitioners
Self-study Skill
*acquiring needed KSA (Knowledge, Skills and
Basic Knowledge Attitude/Behavior) in creating a culture of
productivity
Source: International Course on Development of Productivity Specialists/ Time
Practitioners, Asian Productivity Organization (APO)
Key Concepts and Principles of Competency
Development

A Productivity Practitioner
needs to develop a
combination of competencies
in order to carry out his/her
roles more effectively.
 What is Competency?

Competency is the ability of the individual

within an occupation to carry out a defined
task.
It contains certain knowledge, skill and
attitude/behavior and its application in the
workplace to achieve performance targets.
 What is Competency Mapping?

• Competency mapping is a process by which we

determine:

− the nature and scope of a specific role

− level of knowledge required
− skills required and
− behavioral (attitude) capacities required to
apply those skills and knowledge in that role

• It plays an important role in selecting the right

people who can become productivity practitioners
 What is Competency Mapping?

When the competency required

for the role of the productivity
practitioner/specialist is mapped
out, an accurate profile is created.
What is Competency Standard?

“It is a level of performance

that is accepted as the
norm by which actual
achievements are
judged by an authority.”
 What is Competency Standard?
Competency Standard describes clearly
the following components of task:

1. What the individual is really expected to do in the

workplace given the task

2. What is the level of performance required in terms of

quantity, quality and time required to do the work

3. How to apply key performance measures such that the

individual is able to meet what is required
 Six Areas of Core Competencies of a Productivity
Practitioner
1. Ability to diagnose and identify productivity issues

2. Ability to work out productivity solutions

3. Ability to convince stakeholders including

employees and management to adopt solutions

4. Ability to implement solutions

5. Ability to evaluate results

6. Ability to sustain improvements

Source: APO PETALS 2006-2007

(PETALS – Productivity Education & Training Accredited Learning Systems)
 *Adapted from the ASTD 2004
Competency Model for Competency Model for WLP
Productivity Practitioners Professionals
(WLP: Workplace Learning Professional)

The six areas of core The specific clusters

Promoter of competencies on
competencies serve as
Consultant top of the six areas
the anchor of this
competency model, Trainer will enable a
ROLES
hence, considered as productivity
the foundational practitioner to take on
competencies. key areas of expertise
However, there are (AOEs) towards the
specific clusters of Productivity Promotion fulfilment of his/her
competencies on top Productivity Consulting roles.
of the six areas. Productivity Training
AREAS OF EXPERTISE (AOE)

Business/Management
· Analyzing Productivity
Interpersonal Personal
Improvement Needs and
• Building Trust ·Modelling
Proposing Solutions
• Communicating Personal
· Applying “Business” Acumen
Effectively Development
· Planning and Implementing
• Influencing Stakeholders Assignments ·Demonstrating
• Leveraging Diversity · Thinking P&Q Strategically Adaptability
• Networking and
Partnering
COMPETENCIES
· Driving Results

Six Areas of Core or Foundational Competencies in P&Q

 Clusters of Competencies of a
Productivity Practitioner

These are clusters of skills, knowledge,

and behaviors required for the
fulfilment of roles assigned to a
Productivity Practitioner.
 Clusters of Competencies of a
Productivity Practitioner

1. Business/Management
2. Interpersonal
3. Personal
 Clusters of Competencies of a
Productivity Practitioner

1. Business/Management

Analyzing Productivity (P) Improvement Needs and

Proposing Solutions

• Definition: Identifying and understanding P issues and

client needs, problems, and opportunities; comparing data
from different sources to draw conclusions; using effective
approaches for choosing a course of action or developing
appropriate solutions; taking action that is consistent with
available facts, constraints, and probable consequences.
 Clusters of Competencies of a
Productivity Practitioner

1. Business/Management

Analyzing Productivity Improvement Needs and Proposing

Solutions

Key Actions
• Diagnoses and identifies productivity & quality issues
• Gathers relevant information about organizational and
sectoral needs
• Generates alternative solutions to address
productivity & quality issues
• Searches for innovative solutions
• Proposes appropriate solution(s) based on clear
productivity decision criteria
 Clusters of Competencies of a
Productivity Practitioner

1. Business/Management

Applying “Business” Acumen

• Definition: Understanding the organization’s mandate,

business model and goals; utilizing economic, financial,
and organizational data to build and document the business
case for investing in workplace and organizational
productivity and quality improvement solutions.
 Clusters of Competencies of a
Productivity Practitioner

1. Business/Management

Applying “Business” Acumen

Key Actions
 
• Understands the business operations in the organization/sector
• Uses appropriate terminology in communicating with
stakeholders to gain credibility
• Recognizes business priorities of the organization/sector
• Establishes the link between business/sectoral needs
and specific solutions
• Leverages understanding of socio-political dynamics across
organizational units and decision makers to advance the
business value of productivity and quality improvement solutions.
 Clusters of Competencies of a
Productivity Practitioner

1. Business/Management

Thinking Productivity Strategically

• Definition: Understanding internal and external factors

that have impact on productivity and quality improvement
efforts in the organization and sector; keeping abreast of
trends and anticipating opportunities to add value to the
overall agency & sectoral performance; operating from a
performance excellence perspective in developing
productivity and quality improvement strategies and
building alignment with organizational/sectoral strategies.
 Clusters of Competencies of a
Productivity Practitioner

1. Business/Management

Thinking Productivity Strategically

Key Actions
• Identifies internal and external factors that impact on
Productivity improvement efforts
• Recognizes and acts on emerging opportunities
• Aligns Productivity improvement efforts with the
organization’s vision, goals, and strategies geared towards
performance excellence
• Develops Productivity improvement strategies
• Operates from a performance excellence perspective
.
 Clusters of Competencies of a
Productivity Practitioner

2. Interpersonal Competencies

Building Trust

• Definition: Interacting with others in a way that gives

them confidence in one’s intentions and those of the
organization.
 Clusters of Competencies of a
Productivity Practitioner

2. Interpersonal Competencies

Building Trust

Key Actions
• Operates with integrity and behaves according to ethical
principles
• Discloses thoughts, feelings, and rationale so that others
understand positions and policies
• Keeps private or sensitive information about others
confidential
• Leads by example and serves as a role model for the
organization’s core values
• Treats all stakeholders with dignity, respect, and fairness
• Ensures compliance with legal, ethical, and regulatory
requirements
 Clusters of Competencies of a
Productivity Practitioner

2. Interpersonal Competencies

Communicating Productivity Effectively

• Definition: Expressing productivity thoughts, feelings, and ideas

in a clear, concise, and compelling manner in the advocacy and
promotion to both individual and group situations; actively
listening to others; adjusting one’s style to be able to reach out to
all stakeholders including productivity project team members at
all levels in the organization/sector; developing and deploying
targeted communication strategies that inform and build support
to any productivity improvement effort.
 Clusters of Competencies of a
Productivity Practitioner

2. Interpersonal Competencies

Communicating Productivity Effectively

Key Actions
• Develops and deploys effective productivity communication
strategies
• Delivers clear productivity messages
• Uses appropriate vocabulary
• Presents with impact
• Demonstrates active listening
• Creates clear written communication
 Clusters of Competencies of a
Productivity Practitioner

2. Interpersonal Competencies

Influencing Stakeholders

• Definition: Selling the value of productivity improvement

in building and sustaining a culture of performance
excellence; gaining commitment to implement productivity
projects that bear solutions that will improve people,
systems and organizational/sectoral performance.
 Clusters of Competencies of a
Productivity Practitioner

2. Interpersonal Competencies

Influencing Stakeholders

Key Actions
• Analyzes stakeholder perspectives on productivity
• Establishes a productivity influence strategy
• Communicates a strong productivity value proposition
• Encourages collaboration from various stakeholders at
the agency/sectoral level to create understanding and
buy-in
• Uses various influencing techniques to win support for
the proposed productivity project solution
 Clusters of Competencies of a
Productivity Practitioner

2. Interpersonal Competencies

Leveraging Diversity

• Definition: Appreciating and leveraging the capabilities,

insights, and ideas of all individuals; working effectively
with individuals having diverse styles, abilities,
motivations, and backgrounds (including cultural and
gender differences).
 Clusters of Competencies of a
Productivity Practitioner

2. Interpersonal Competencies

Leveraging Diversity

Key Actions
• Conveys respect for different perspectives
• Establishes relationships with people from other cultures,
regions, religions, social groupings and backgrounds
• Adapts behaviour to accommodate different learning
styles and preferences
• Advocates the value of diversity
• Leverages diverse contributions to generate more
possibilities in creative problem solving
 Clusters of Competencies of a
Productivity Practitioner

2. Interpersonal Competencies

Networking and Partnering

• Definition: Developing and using a network of

collaborative relationships with internal and external
contacts to leverage the productivity improvement strategy
in a way that facilitates the accomplishment of
organizational/business and sectoral objectives
 Clusters of Competencies of a
Productivity Practitioner

2. Interpersonal Competencies

Networking and Partnering

Key Actions
• Networks with individuals and groups inside and outside
of the organization/sector in developing and delivering productivity
improvement strategies that are driven to build a culture
of performance excellence
• Benchmarks and shares best practices
• Establishes common ground and goals to facilitate
partnering
• Develops partnering relationships by staying in close
contact with key individuals and working cooperatively
• Identifies new possibilities for strategic partnerships
 Clusters of Competencies of a
Productivity Practitioner

3. Personal Competencies

Demonstrating Adaptability

• Definition: Maintaining effectiveness when experiencing

major changes in work tasks, the work environment, or
conditions affecting the organization (for example,
economic, political, cultural, or technological); remaining
open to new people, thoughts, and approaches; adjusting
effectively to work within new work structures, processes,
requirements, or cultures.
 Clusters of Competencies of a
Productivity Practitioner

3. Personal Competencies

Demonstrating Adaptability

Key Actions
• Seeks to understand changes in work tasks, situations,
and environment
• Treats changes as opportunities for learning or growth
• Remains open to different ideas and approaches
• Modifies behaviour to deal effectively with changes in
the work environment
• Adapts to handle implementation challenges
 Clusters of Competencies of a
Productivity Practitioner

3. Personal Competencies

Modelling Productivity Improvement as part of

Personal Development

• Definition: Actively identifying new areas for one’s own

personal learning particularly in productivity improvement;
regularly creating and taking advantage of learning
opportunities to level up knowledge & skills in applying
productivity tools and approaches in the workplace and in
the organization/sector; applying newly gained knowledge
and skill in fulfilling roles.
 Clusters of Competencies of a
Productivity Practitioner

3. Personal Competencies

Modelling Productivity Improvement as part of

Personal Development

Key Actions
• Walks the Talk – does not only talk about productivity
as a concept but also puts it into practice by being
actively involved in the implementation of various tools
and approaches
• Models responsibility for managing own productivity
learning and development
 Clusters of Competencies of a
Productivity Practitioner

3. Personal Competencies

Modelling Productivity Improvement as part of

Personal Development

Key Actions
• Seeks learning activities and demonstrates motivation
for continuous productivity learning
• Puts self in unfamiliar or uncomfortable situations in
order to learn
• Maximizes planned and unplanned learning opportunities
• Applies new knowledge or skill
• Maintains and builds up professional knowledge
 Areas of Expertise (AOEs)

The areas of expertise are the specific

technical/professional skills and knowledge
required for success in specialty areas of a
Productivity Practitioner.

AOEs are the knowledge and skills an individual

must have above and beyond the Six Areas of Core
competencies in productivity and quality
improvement.
 Areas of Expertise (AOEs)

To function effectively in a given AOE, a

person must display a blend of the
appropriate foundational competencies and
unique technical/professional skills and
knowledge.
 Clusters of Competencies of a
Productivity Practitioner

1. Promoting and advocating Productivity

Definition: Raising awareness of stakeholders on

productivity; presenting and selling productivity
program/project ideas, plans and projects to all levels in
the organization and stakeholders in the appropriate
sector; developing and promoting schemes to elicit
interest and participation in the organization/sectoral
productivity programs; and creating, promoting support
for the organization/sector’s productivity initiatives.
 Clusters of Competencies of a
Productivity Practitioner

1. Promoting and advocating Productivity

Key Knowledge
• Productivity concepts and principles
• Familiarity with productivity tools and approaches
• Familiarity with stakeholders in the organization/sector
• Convincing stakeholders on the importance of
productivity improvement in meeting the needs of
customers and other stakeholders
 Clusters of Competencies of a
Productivity Practitioner

1. Promoting and advocating Productivity

Key Knowledge
• Productivity promotional tools/techniques
(promotional options/media, such as TV, print; through
internet such as website, social networking, etc).
• Emerging/advanced promotional and support systems
• Existing work environment and systems in the
organization/sector, including business operations; and
promotional delivery channels
 Clusters of Competencies of a
Productivity Practitioner

1. Promoting and advocating Productivity

Key Actions
• Prepares for productivity promotional
programs/activities in the organization/sector
• Monitors promotional needs and aligns all activities
• Conveys objectives of promotional activities/materials
• Uses a variety of appropriate and effective promotional
tools/techniques
• Creates a positive productivity climate that builds
motivation among stakeholders
 Clusters of Competencies of a
Productivity Practitioner

1. Promoting and advocating Productivity

Key Actions
• Establishes credibility as productivity
advocate/promoter
• Creates a positive climate of acceptance of
productivity improvement as an effective change
process that builds and sustains a culture of
performance excellence
• Ensures that promotional and advocacy objectives are
met
• Monitors and evaluates promotional strategies
 Clusters of Competencies of a
Productivity Practitioner

2. Productivity Consulting

Definition: Helping organizations in identifying their own strengths

and opportunities for improvement (OFIs), analyzing current status
of the organization from the perspective of productivity and quality
using a systematic approach based on the P-lan, D-o, C-heck, and A-
ct (PDCA) cycle of improvement which is the very essence of
productivity and captures the Six Areas of Core Competencies of a
Productivity Practitioner; recommending improvement steps by
applying appropriate productivity tools and approaches to
effectively address the OFIs.
 Clusters of Competencies of a
Productivity Practitioner

2. Productivity Consulting

Key Knowledge
• Productivity concepts and principles
• Productivity tools and approaches (concepts and
application)
• Productivity consulting concepts and principles
• Productivity Climate Diagnosis/Identifying productivity
issues/problems using appropriate tools
• Working out or developing solutions to productivity
problems
 Clusters of Competencies of a
Productivity Practitioner

2. Productivity Consulting

Key Knowledge
• Convincing Stakeholders including management and
workers to adopt Productivity solutions
• Implementing Productivity Solutions
• Evaluating Results of Productivity Solutions
• Sustaining Improvements brought about by
implementing Productivity Solutions
 Clusters of Competencies of a
Productivity Practitioner

2. Productivity Consulting

Key Actions
• Collects data/information relevant to productivity issues/problems
in an organization
• Processes and analyzes the data/information
• Identifies the real productivity issues/problems
• Identifies and analyzes the strengths and OFIs of
concerned work processes
• Formulates solutions/options in addressing the
productivity concerns/problems
• Selects, documents and recommends the best solution/option
through the application of appropriate productivity tools and
approaches
 Clusters of Competencies of a
Productivity Practitioner

2. Productivity Consulting

Key Actions

• Identifies the interests and needs of stakeholders vis-a-vis

the recommended options to address productivity
concerns/problems
• Prepares and presents a report that documents the results
of the diagnosis and the recommended solutions/options
using effective methods of presentation to key stakeholders
 Clusters of Competencies of a
Productivity Practitioner

2. Productivity Consulting

Key Actions
• Organizes key stakeholders including workers and
management to carry out productivity initiatives through
the application of productivity tools and approaches
• Provides training and coaching in an advisory capacity to
managers, workers, and other stakeholders on the
productivity initiatives
• Motivates stakeholders including workers and management
to actively participate in implementing the productivity
initiatives
 Clusters of Competencies of a
Productivity Practitioner

2. Productivity Consulting

Key Actions
• Monitors and controls the progress in the implementation
of the productivity initiatives
• Collects, processes and analyzes data and information
relating to the results
• Measures the results and compares it against the
objectives and targets
• Identifies the strengths and opportunities for improvement in the
implementation of productivity initiatives
• Internalizes successful productivity initiatives and integrate
good results into regular processes and/or as part of the corporate
culture
• Looks for new measures for productivity improvement
 Clusters of Competencies of a
Productivity Practitioner

3. Productivity Training

Definition: Delivering productivity learning solutions/training

courses to key stakeholders of an organization or its client-
partners; managing and responding to learner’s needs;
developing appropriate learning design imbued with the
philosophy of continuous improvement as well as application
of productivity tools and approaches; ensuring that the
productivity learning solution is made available or delivered in
a timely and effective manner.
 Clusters of Competencies of a
Productivity Practitioner

3. Productivity Training

Key Knowledge
• Productivity concepts and principles
• Productivity approaches, tools and techniques
• Defining productivity training needs
• Designing productivity learning solutions/courses
• Delivering productivity learning solutions/courses
 Clusters of Competencies of a
Productivity Practitioner

3. Productivity Training

Key Knowledge
• Evaluating productivity learning solutions/courses
• Adult learning theories and techniques
• Basic Training Management and facilitation skills
• Various learning methodologies, such as lecture, small
group discussions, workshops, practical exercises,
etc.
• Presentation techniques and tools
 Clusters of Competencies of a
Productivity Practitioner

3. Productivity Training

Key Actions
• Identifies existing productivity competencies and
learning gaps of participants
• Formulates productivity training design and packages
based on identified learning gaps/training needs
• Prepares for training delivery
• Monitors learning needs and aligns learning solutions
• Conveys objectives of learning solutions
• Uses a variety of appropriate learning methodologies
 Clusters of Competencies of a
Productivity Practitioner

3. Productivity Training

Key Actions
• Uses effective facilitation techniques
• Creates a positive learning climate and builds learner
motivation
• Establishes credibility as instructor
• Manages the learning environment
• Delivers constructive feedback
• Creates a positive learning climate
• Ensures learning objectives are met
• Monitors and evaluates solutions
 Knowing Your Current Productivity Competency
Profile

Individual Exercise
This is a self-assessment exercise. Following the principle of the
PDCA particularly the C-heck component, you are encouraged to
check and assess your current competency with reference to the
definitions/descriptions of each element of the cluster of competencies
and the areas of expertise (AOEs). There are no wrong answers.

See attached separate worksheet in Word format.

 Knowing Your Current Productivity Competency
Profile

Individual Exercise

Rating Scale:

1- Undeveloped (Knows nothing; cannot perform any key action)

2- Developing (Knows few-some; can perform few-some key actions)
3- Developed (Knows most-all; can perform most-all key actions)
4- Expert (Can teach this to others)
 End of Module 3
Congratulations for finishing your
lessons on Module 3!
You are now ready to take the
quiz to see how far you have
absorbed the content of
this module.

There are 10 questions.

Please encircle the letter of the correct
 End of Module 3
But wait…
You are encouraged to email to
industry@apo-tokyo.org
if you have questions and/or points for clarification on
any of the lessons
taken up in this Module.
If none, you can now close
Module 3 and proceed to
the Module Quiz.
 Module 3 - Quiz
Multiple Choice: Choose the letter that you think corresponds to your correct answer.
1. One could move along a development path that allows 3. The competency model of productivity practitioner &
him/her to initially become a ‘productivity specialist is an adaptation of ___________.
practitioner’ and eventually become more specialized
in specific P&Q areas, tools and techniques as a a. HR/OD Competency-based framework
‘productivity specialist’. b. SPMS (Strategic Performance Mgt.
System)
a. False
c. ASTD 2004 Competency Model for WLP
b. True
(Workplace Learning Professionals)
c. Maybe
d. Results-based framework
d. Uncertain
e. None of the above
e. Will think about it
4. The six (6) areas of core or foundational competencies
2. Which one below does not belong to the group? of productivity practitioner/specialist is based on
a. Productivity Practitioner (PP) is PETALS which means________.
accountable for the institutionalization of a. Product Examples Towards Accrediting
productivity and quality improvement. Learning Systems
b. PP specializes in specific P&Q tools. b. Productivity Elements Towards
c. PP takes the lead in improvement Accomplishing Learning Systems
projects. c. Process Elements and Training
d. PP serves as P&Q promoter, trainers & Accreditation Learning Systems
consultant. d. Productivity Education and Training
e. PP works with a team. Accredited Learning Systems
e. Productivity Education and Training
 Module 3 - Quiz
Multiple Choice: Choose the letter that you think corresponds to your correct answer.
5. There are basically three clusters of 6. The areas of expertise (AOEs) are the
competencies of a productivity practitioner. specific technical and professional skills and
These are_______, _________ & _________. knowledge required for success in specialty
areas of a Productivity Practitioner/Specialist.
a. Knowledge, Skills, Which among the following key actions is
Behaviors/Attitude under AOE- Productivity Consulting?

b. Interpersonal Skills,
a. Identifying P&Q training needs
Communicating Effectively,
Leveraging on Diversity b. Creating a positive P climate that
builds motivation among
c. Business/Management,
stakeholders
Interpersonal, Personal
c. Creating a positive learning climate
d. c only
d. Monitoring and evaluating
e. Business Acumen, Active Listening,
promotional strategies
Good Motivator
e. Monitoring and controlling the
progress in the implementation of the
P initiatives
 Module 3 - Quiz
Multiple Choice: Choose the letter that you think corresponds to your correct answer.

7. The AOEs drive productivity practitioner 9. Competency mapping in productivity involves

in the fulfillment of his/her roles as the process of determining the current profile
productivity promoter, consultant & trainer. of a productivity practitioner in terms of:

a. Uncertain a. nature and scope of the roles,

b. False b. level of knowledge required
c. Maybe c. skills required
d. True
d. behavioral (attitude) capacities required to
e. Indefinite
apply those skills and knowledge in that role
e. All of the above
8. Business/Management: Analyzing
Productivity Improvement Needs and Proposing
Solutions; 10. There are six areas of core or foundational
Personal Skills:_____________________ competencies of a productivity practitioner.
The no. 1 core competency
a. Applying business acumen is_______________.
b. Demonstrating adaptability a. Ability to implement solutions
c. Networking and Partnering b. Ability to evaluate results
d. b & e only c. Ability to sustain improvements
e. Modelling Productivity Improvement
d. Ability to diagnose and identify
as part of Personal Development
productivity issues
e. Ability to work out solutions
Productivity
Reflection
Exercise

To help you prepare for the

succeeding lessons, you are
encouraged to reflect on and
answer the questions in the
next slide.
 Productivity Reflection Exercise
The following are the questions that you will answer. You may write your answers on
your own journal or notebook.

Writing down your insights based on your actual experiences is a good habit to
develop.

You do not only get to document these valuable insights & experiences for yourself
(for future reference as you go on with your journey towards becoming a certified
Productivity Practitioner) but for others to learn from as well.
Thus, the key is ‘journalize or document your experiences and share so others
may learn from you’ too.

1. What is your own definition of a Productivity Practitioner?

2. Why do you think it is important to have

a Productivity Practitioner in an organization/company?

3. What do you think are the roles of a Productivity Practitioner?

 End of Module 3
After taking the quiz,
you are encouraged to What are my Top 3
reflect and answer Takeaways or my
the question on this slide.
Write your answer on your Most Significant
productivity journal. Learnings from this
module?