OPTIMIZING PERFORMANCE IN THE REFRIGERATION INDUSTRY: AN HPT APPROACH
Skilled technician shortages are threatening the long-term stability of heating, ventilation, air conditioning, and refrigeration (HVAC-R) and skilled trades industries across the U.S., and one leading national commercial refrigeration company is no exception. Facing a rise in technician burnout, inconsistent field conditions, and recruitment challenges, the organization sought a systems-based performance improvement solution to retain talent and strengthen workforce sustainability. This case study explores how our team applied a multifaceted methodology grounded in the Performance Improvement/HPT Model (Van Tiem, Moseley, & Dessinger, 2012), supported by Lewin's Change Framework (Lewin, 1947), the Five Whys cause analysis, and the Full-Scope Evaluation Model (Dessinger & Moseley, 2006). This approach provided a structured, data driven process to investigate performance gaps and implement targeted interventions. Our analysis included organizational, environmental, and gap assessments, supported by survey data from 91 field technicians. From this analysis, three critical performance gaps were identified: burnout due to heavy workloads and scheduling, technician shortages due to low industry awareness, and inconsistent working conditions tied to supervisory practices. To address these gaps, we used design thinking (Brown, 2009) to develop innovative, technician centered interventions that blended human needs, technology, and organizational goals. These solutions include digital scheduling upgrades, an on-call rotation system, foreman and dispatcher training, and the integration of technician input into scheduling. In addition, we developed a social media campaign and brand strategy to improve recruitment and public perception of the HVAC-R field. These interventions are designed to reduce burnout, improve retention, and position the 3 organizations as an employer of choice. While this case study is tailored to a single client, the challenges and solutions have broader applicability. This project demonstrates how performance improvement professionals can combine multiple frameworks to deliver sustainable, people centered change.
INTRODUCTION
In an era when skilled labor shortages are reaching crisis levels across essential industries, the commercial refrigeration sector faces a silent emergency. This issue is not just a performance issue; it is a threat to operational continuity across healthcare, food logistics, and national infrastructure. Nowhere is this more evident than in the commercial refrigeration sector. Behind every hospital-grade cold storage unit and supermarket freezer aisle are technicians responsible for maintaining complex systems, which most of the public takes for granted. These technicians are increasingly stretched thin, burned out, and in short supply. Companies are struggling not just to recruit, but to retain the highly specialized workforce they depend on to maintain operational continuity.
The following is a case study conducted for the ISPI University Case Study Competition. The competition pairs university student teams studying human performance technology (HPT) or related fields with real-world clients, allowing students to apply HPT methodologies and strategies in authentic business scenarios. This case study centers on one national HVAC-R company grappling with the following challenges: increasing technician burnout, inconsistent field conditions, and recruitment efforts that have failed to keep pace with demand. Recognizing the urgency of the situation, our team of graduate students in Instructional Design and Performance Technology partnered with company leadership to conduct a comprehensive performance analysis using the human performance technology (HPT) model.
Our approach was grounded in Gilbert’s behavior engineering model (Gilbert, 1978), Lewin’s change theory (Lewin, 1947), the “five whys” method (Barsalou & Starzyńska, 2023), and the full-scope evaluation model (Dessinger et al., 2012; Van Tiem et al., 2012).
What followed was a rigorous, systems-level intervention design process that prioritized technician voice, digital transformation, and organizational alignment. In this paper, we share the results of that partnership: a detailed breakdown of root causes, performance gaps, and innovative, research-backed interventions designed to boost technician morale, stabilize scheduling, and enhance recruitment outcomes. This is more than a study about one company; it is a warning signal and a call to action. The strategies explored in this article offer a replicable framework for solving workforce instability across skilled trade industries, where performance issues threaten not just profit margins but public well-being.
PERFORMANCE ANALYSIS
Organizational Analysis
The organizational analysis serves as the foundation of the performance analysis process, focusing on aligning all aspects of the organization, vision, mission, goals, strategies, and values with performance outcomes (Dessinger et al., 2012). To conduct this analysis, the team reviewed company documents and interviewed training personnel, including the learning and development leader, who shared key details as follows.
Vision: To lead the commercial refrigeration and HVAC industry through innovation, workforce excellence, and strong customer partnerships.
Mission: To maintain the safest and most highly skilled team by investing in continuous training and providing expert 24/7 service.
Goals: Focused on industry leadership, workforce development, customer-centric service, growth, innovation, and reliability.
Strategies: Include talent development, customer collaboration, strategic expansion, and operational excellence.
Core Values:
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Company pride: Demonstrated through dedication and a shared identity symbolized by the color blue.
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Honesty and integrity: Upheld in every relationship and interaction.
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Safety and perseverance: Embodied in their motto: “Whatever It Takes Safely! Always There.”
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Growth orientation: Valuing employees who strive for excellence and continuous improvement.
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Relationships: Centered on trust and mutual success, both internally and with customers and vendors.
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This foundational understanding of the organization helped shape the performance analysis and ensured that all recommended interventions would align with the company’s core identity and strategic direction.
Environmental Analysis
The environmental analysis is used to determine the performance state within the organization, with a focus on four aspects of the environment: world, workplace, work, and worker (Dessinger et al., 2012). A detailed environmental analysis was conducted to identify external and internal factors impacting technician performance and retention. This analysis incorporated industry research, survey data, and interviews to uncover key trends such as increasing regulatory demands, emerging skill requirements, and widespread workforce burnout. On the other hand, it highlighted critical workplace issues such as inconsistent scheduling and technological frustrations. A summary of the findings, along with their implications for performance, is provided in more detail in Figure 1.
Citation: Performance Improvement 2025; 10.56811/PIJ-25-0012
Gap Analysis
Following the organizational and environmental analyses, the next step in the performance improvement process is the gap analysis. The desired performance, as determined by the organizational analysis, is compared to actual performance, as determined by the results of the environmental analysis (Dessinger et al., 2012).
METHODS
In the performance analysis, baseline measures such as employee burnout, scheduling satisfaction, turnover, and applicant flow were considered. The results gave our team the reference that shaped our evaluation approach. We collected data for our case from internal company documents, interviews with training personnel, survey responses from employees across the United States, and current industry reports.
Our team examined these inputs through multiple human performance technology (HPT) models: Gilbert’s behavior engineering model (Gilbert, 1978), and the HPT model (Van Tiem et al., 2012), gave a clear picture of the system; Rothwell’s six-cell gap analysis (Rothwell, 2020), and Kaufman’s definition of need (Kaufman, 2006), guided us to identify and prioritize performance gaps; the five whys technique shown in Figure 2 was a critical component to surface root causes; and Lewin’s change theory allowed us to frame the implementation. The main goals of this approach were to discover performance barriers and design clear interventions with measurable outcomes. The effectiveness of these interventions would be assessed by reduced technician burnout, reduced turnover, increased scheduling satisfaction, and improved applicant flow and digital engagement.
Citation: Performance Improvement 2025; 10.56811/PIJ-25-0012
These methods were strategically selected to provide a multi-dimensional view of the performance system. Figure 3 shows Rothwell’s six-cell gap analysis model, which helped identify six possible gaps in performance: present positive, present neutral, present negative, future positive, future neutral, and future negative (Dessinger et al., 2012). Utilizing this model, three key negative gaps were identified: workforce shortages, technician burnout, and unfavorable work conditions. Figure 4 presents these three gaps using Kaufman’s definition of need to show the present performance, gap, and optimal performance. The performance analysis revealed the current results and consequences identified during the environmental analysis, while the optimal performance highlights the desired results and consequences. The identified gaps can help lead the HVAC-R company from the actual performance to the desired performance and realign the company with its goals.
Citation: Performance Improvement 2025; 10.56811/PIJ-25-0012
The gap criticality matrix was used to sort and prioritize the gaps. According to Dessinger et al. (2012), this technique compares the value of a task to the effort required to complete it. In turn, this helps to get the quickest return in the shortest amount of time, leading to quicker, more efficient decision-making. The gap criticality matrix in Figure 5 presents the prioritization of the three gaps identified during the gap analysis. The highest priority gap identified is technician burnout, which stems from high workload. Additionally, Lewin’s change theory outlines a three-stage process for organizational change. These stages include unfreeze, change, and refreeze (Dessinger et al., 2012). Lewin’s model was chosen to guide the intervention implementation for its straightforward and easy-to-follow process.
This issue has the most immediate impact on workforce stability and service quality, which is critical because it contributes directly to job turnover, diminished morale, and reduced technician performance. Addressing burnout is urgent, as it affects both day-to-day operations and long-term retention. The second most critical gap is the ongoing workforce shortage, which limits the company’s ability to scale operations and meet growing customer demand. While it has a significant impact on service capacity and future growth, its urgency is slightly lower than burnout because its effects can be mitigated through long-term recruitment strategies, training pipelines, and outreach initiatives. The third gap, variability in work conditions, including inconsistent support, emergency service calls, and extended hours, was rated as a moderate priority. While it affects technician satisfaction and equity across teams, it is viewed as an issue that can be improved incrementally through better leadership training, job design, and operational consistency.
RESULTS/FINDINGS
Following a comprehensive organizational, environmental, and gap analysis, several critical findings emerged from interviews and survey data collected from field technicians and leadership stakeholders. These insights reflect both recurring workforce challenges and underlying operational factors contributing to technician dissatisfaction and workforce instability.
The first significant finding relates to a shortage of highly skilled technicians in the HVAC and refrigeration field. Survey responses (see Figure 1) indicated that many young adults and individuals seeking new careers are mainly unaware of HVAC-R as a viable and rewarding profession. Participants shared that most people enter the field through informal channels such as family connections or word-of-mouth, rather than structured recruitment pipelines like trade schools or career events. The absence of early exposure or clear career pathways has limited the talent pipeline, creating long-term staffing gaps as seasoned technicians retire.
Citation: Performance Improvement 2025; 10.56811/PIJ-25-0012
Citation: Performance Improvement 2025; 10.56811/PIJ-25-0012
The second key finding revealed that technician burnout is widespread and growing. Many technicians described their work schedules as erratic, overwhelming, and poorly balanced, particularly due to frequent emergencies or late-night service calls. Survey respondents noted feelings of being rushed, constantly on-call, and stretched thin. These sentiments were attributed to staffing shortages and inefficient job scheduling, leading to unrealistic expectations, missed breaks, and extended work hours. This cumulative pressure is physically and mentally taxing and contributes significantly to job turnover among experienced technicians.
The third significant finding uncovered inconsistent field conditions and management practices across locations. Technician feedback revealed that the quality of their daily experience varies depending on who supervises them. While some supervisors were praised for fairness and support, others were viewed as disengaged or playing favorites. Key aspects of the job, including fair scheduling, learning opportunities, and time for breaks, were applied inconsistently. That indicated a lack of standardization in management expectations and technician support across the organization.
RECOMMENDATIONS/DISCUSSION
To address these challenges, a targeted intervention has been designed as outlined by the HPT model. The intervention selection, design, and development process is guided by empirical data, industry best practices, and technician feedback, ensuring the solution is practical and systemically aligned. Additional frameworks used to guide intervention implementation include Lewin’s three-step change process and the full-scope evaluation model (Dessinger et al., 2012; Van Tiem et al., 2012).
Primary Recommendations
The client, a national HVAC-R company, is experiencing an urgent organizational challenge related to technician burnout and turnover. After completing a comprehensive front-end analysis that included survey data from 91 technicians, the most pressing performance gap was identified as inconsistent scheduling and unsustainable workloads. Technicians cited excessive emergency calls, lack of predictable shift rotations, and feelings of inequity in job distribution as the main contributors to stress and dissatisfaction (Table 1).
Digital Scheduling Optimization Tool
This proposed intervention involves upgrading or replacing the current scheduling platform with advanced software that supports skill-based, location-aware job assignments, such as ServiceTitan or FieldAware. This enhanced system would automate shift planning while enabling real-time dispatch updates and integrating job priority indicators. The solution would incorporate technician availability, skill level, and location data to ensure workloads are balanced fairly across the team.
Predictable On-Call Rotation System
This proposed intervention includes implementing a transparent monthly on-call calendar at the branch level. This system would incorporate technician preferences for blackout dates and requests for time off, ensuring employees have input into their schedules. Daily schedules would be structured to allow for dedicated break times in compliance with labor standards, protecting employee well-being. Additionally, the plan introduces mandatory recovery periods following on-call weekends to prevent burnout and support sustainable work patterns.
Dispatcher and Foreman Training
This proposed intervention establishes comprehensive training modules focused on fair work distribution, technician engagement, and efficient use of scheduling software for dispatchers and foremen. This program would incorporate leadership development topics, including emotional intelligence, conflict resolution, and effective communication techniques. To ensure effectiveness, the training would include competency evaluation through pre- and post-assessments as well as on-the-job observation to verify practical application of learned skills.
Technician Input and Flexibility
This proposed intervention focuses on tracking key metrics such as emergency call frequency, average weekly workload, and technician satisfaction scores to monitor scheduling effectiveness. It would enable options for shift-swapping and self-scheduling within defined parameters, giving technicians more control over their work hours. The plan includes holding quarterly feedback sessions with leadership and field teams to assess progress and make necessary adjustments. Additionally, a monthly technician survey would be launched alongside quarterly scheduling review sessions that incorporate technician input. To ensure transparency and accountability, a bi-annual scheduling equity scorecard would be published, allowing all stakeholders to evaluate the fairness and effectiveness of the scheduling system.
Proposed Supplemental Intervention
To address the growing technician shortage and complement retention efforts, this intervention focuses on improving the HVAC-R company’s visibility as an employer of choice. By building a strong digital presence across social media platforms and showcasing real technician experiences, the organization can attract a new generation of skilled workers and reduce future hiring gaps.
Identified Gap
The HVAC-R company is experiencing difficulty attracting new technician talent, contributing to regional understaffing and increased pressure on current field employees (Table 2).
Root Causes
Causes include limited public visibility into the company’s technician career opportunities, lack of engagement with younger generations entering the workforce, and outdated perceptions of skilled trades as less desirable career paths. Current outreach and branding efforts do not fully leverage modern digital platforms to appeal to prospective applicants.
“A Day in the Life” Technician Video Campaign
This proposed intervention involves producing short, authentic videos that highlight the daily work experiences of the HVAC-R company’s technicians. These videos would feature a diverse group of employees across various roles and regions to showcase the company’s inclusivity and range of positions. The content would be distributed across multiple social media platforms, including TikTok, Instagram Reels, LinkedIn, and YouTube Shorts, to maximize visibility and reach potential candidates where they already spend their time.
Training Journey Series
This proposed intervention would follow and document students enrolled in the HVAC-R company’s University and Refrigeration Academy from their first day of training through certification and graduation. The program would capture key milestones throughout their educational journey, including hands-on practice sessions, first job assignments, important mentorship moments, and final assessments. These experiences would be showcased through a strategic mix of video content, personal interviews, and photo series to tell a compelling “grow with us” story that demonstrates the company’s commitment to professional development and career advancement.
Career Awareness Content
This proposed intervention involves creating and sharing targeted content that highlights technician career paths, benefits, and advancement opportunities within the company. Industry research highlights the value of showcasing real trade-career opportunities (Diaddario, 2023). This would include behind-the-scenes stories that reveal workplace culture, engaging job site walkthroughs, and authentic testimonials from current employees about their experiences. The content would be developed through active collaboration with field technicians and program alumni to ensure it remains genuine and relatable to potential candidates, offering a realistic and appealing view of career possibilities with the organization.
Social Media Engagement Strategy
This proposed intervention establishes a consistent content calendar across multiple social media platforms, including Instagram, TikTok, Facebook, YouTube Shorts, and LinkedIn. The strategy would utilize targeted hashtags and geotags specifically designed to reach regional trade school students and early-career professionals in relevant markets. Content would prominently promote company culture, highlight training programs, and showcase career-building initiatives to attract qualified candidates who align with the organization’s values and growth opportunities.
Community and Education Partnerships
This proposed intervention focuses on establishing strategic partnerships with high schools, trade schools, and community colleges to share targeted recruitment materials and host engaging career preview events. The initiative would offer virtual Q&A sessions where prospective candidates could interact directly with company professionals, along with hands-on ride-along opportunities that provide realistic job previews. Student sign-ups for these experiential learning activities would be promoted through coordinated social media campaigns to maximize participation and build a pipeline of future talent.
Performance Monitoring
The proposed intervention implements a system for tracking key recruitment metrics, including video engagement rates, new follower growth across platforms, website career page traffic, and overall application volume. The monitoring process would also incorporate direct feedback from new hires regarding how they initially discovered the HVAC-R company and specifically which content most influenced their decision to apply. This data-driven approach would allow for continuous optimization of recruitment strategies and more effective allocation of resources toward the most impactful channels and content types.
Leveraging AI for Performance Improvement
Beyond the above intervention recommendations, the following insights detail how AI can be applied in practical ways to support performance improvement within the organization:
Pilot AI-driven scheduling tools to balance workloads fairly, reduce burnout, and ensure adequate time off between shifts.
Strengthen the technician talent pipeline by applying AI recruitment analytics to identify and connect with qualified candidates and emerging talent through digital platforms.
Branches newer to AI integration may benefit from starting with low-risk applications, like scheduling optimization, before expanding into larger implementations. Utilizing this gradual approach will potentially build buy-in and demonstrate the value and benefits that AI can provide.
Change Management Framework
Lewin’s change theory outlines a three-stage process for organizational change. These stages include unfreeze, change, and refreeze (Van Tiem et al., 2004). Lewin’s model was chosen to guide the intervention implementation for its straightforward and easy-to-follow process.
Unfreeze: the HVAC-R company should share findings from the performance improvement analysis with employees to build awareness and gain support for the interventions;
Change: the HVAC-R company implements intervention strategies in pilot regions, supported by training and regular check-ins;
Refreeze: formalize the new scheduling policies and recruitment strategies company-wide. Policies should be reinforced through recognition and management accountability.
Communication Plan
Communication will be ongoing and multi-directional, targeted at all levels of the organization. The purpose behind implementing a well-structured communication plan is to maintain transparency, reduce resistance to change, and build trust across the organization by keeping all stakeholders informed and involved throughout intervention implementation:
Stakeholders, technicians, dispatchers, foremen, regional managers, and human resources;
Channels, email, team meetings, bulletin boards, Teams/Slack;
Feedback tools, surveys, suggestion boxes, and embedded dispatch feedback forms.
Full-Scope Evaluation Strategy
Our proposal suggests using the full-scope evaluation model (Dessinger et al., 2012; Van Tien et al., 2012). Performing a full-scope evaluation before, during, and after intervention implementation ensures performance solutions are well-designed and effectively implemented to ensure long-term sustainability (Dessinger et al., 2012).
Formative Evaluation
Conducted during the design and development phase to ensure the performance solutions are well-designed and effectively implemented. This involves the pilot test of new scheduling software and feedback from dispatchers and technicians during training. Pilot test of social media content with small target audience segments. Implementing feedback from current technicians and early-career audiences to guide content refinement. The process is iterative to detect and correct issues early in the process.
Summative Evaluation
Conducted during the intervention implementation phase. Its purpose is to determine the effectiveness of the intervention after full implementation of the selected interventions. Positive impacts based on key performance indicators include reduced technician burnout, increased schedule satisfaction ratings, and increased technicians’ retention in high-turnover branches. Social media campaign success will be measured through metrics such as application traffic from digital platforms, engagement rates, and how applicants heard about the role (reported during onboarding). Effectiveness will be assessed against baseline applicant volume.
Confirmative Evaluation
Conducted between six and twelve months after full-scale implementation. This evaluation determines whether improvements are sustained over time and produce desired outcomes. Potential measurement tools for this evaluation include follow-up surveys and interviews with technicians and managers, long-term monitoring of workload equity and retention metrics, and comparison to baseline and post-implementation benchmarks. Social media campaigns will be revisited at six to twelve months post-launch to determine whether increased engagement and applicant growth have been achieved and sustained. Ongoing tracking will assess whether the HVAC-R company’s university story-based campaigns continue to influence applicant interest and recruitment success over time.
Performance Goals for Improving Technician Satisfaction and Recruitment
The organization will aim to achieve a 30% reduction in burnout indicators within 6 months through the implementation of these initiatives. Within nine months, the goal is to reach 90% technician satisfaction with scheduling fairness as measured through regular surveys. The long-term objective includes a 15% increase in regional retention over twelve months. Additionally, the plan targets a 20% increase in technician applicant volume from entry-level candidates within six months by leveraging targeted digital outreach and social media engagement campaigns. The strategy also sets a benchmark of achieving a 15% increase in social media engagement metrics, including likes, shares, and comments. It follows on technician-related content within just three months of the campaign launch.
TIMELINE AND ESTIMATED COST
Phase 1: Q1 – Preparation & Pilot (Months 1–3)
Internal Communication & Change Readiness
The initial phase will focus on presenting findings to leadership and branch managers while introducing interventions to technicians through team meetings and email campaigns. The project team will be established during this phase and assigned specific roles to ensure clear accountability throughout the implementation process. These communication and change readiness activities are estimated to cost USD 5,000, covering expenses for communication materials, kickoff meetings, and staff time allocated to preparation.
Pilot Scheduling Software (Digital Optimization Tool)
The pilot phase for scheduling software will involve evaluating various platform options, including ServiceTitan and FieldAware, to select the most appropriate solution. An initial pilot test will be run in one high-volume region to test effectiveness before wider implementation. During this phase, the platform will be configured with skills categories, job types, and technician availability parameters to optimize scheduling processes. Throughout the pilot, feedback will be collected from both dispatchers and technicians to identify improvements needed before full rollout. The estimated cost for this digital optimization initiative ranges from USD 15,000 to USD 25,000, which covers platform licensing fees, initial setup, and comprehensive onboarding for the pilot branch personnel.
Supervisor and Dispatcher Training (Soft Skills and Software)
The training component will encompass developing and delivering comprehensive training modules for foremen and dispatchers, which may be created in-house or through external consultants based on expertise requirements. These modules will focus on critical areas, including conflict resolution techniques, equitable scheduling practices, and effective software usage to maximize operational efficiency. To ensure training effectiveness, pre- and post-assessments will be implemented to evaluate learning outcomes and skills acquisition among participants. This training initiative is estimated to cost between USD 10,000 and USD 15,000, covering expenses related to content development, trainer time allocation, and specialized software tutorials necessary for proficiency development.
Build “Day in the Life” Video & CPU Journey Content
This initiative involves shooting two or three short videos across different regional operations to showcase authentic technician experiences. The process includes gathering compelling testimonials and stories from current employees to support the planned social media rollout. The first batch of posts will be created and scheduled strategically for the Q2 launch, establishing a consistent content pipeline. The estimated cost for this content creation ranges from USD 7,000 to USD 10,000, covering expenses for professional filming, post-production editing, and incentives for technicians participating in the video production process. The total of all quarter one initiatives will be an estimated cost between USD 37,000 and USD 55,000.
Phase 2: Q2 – Full Rollout and Social Media Launch (Months 4–6)
Company-Wide Scheduling Software Rollout
The company-wide scheduling software rollout will expand the digital scheduling tool to all branches following the successful pilot phase. This implementation includes integrating job priority indicators and real-time updates into the system to enhance operational efficiency. All dispatchers and regional managers will receive comprehensive training to ensure proper utilization of the new platform. The estimated cost for this full-scale deployment ranges from USD 25,000 to USD 35,000, which encompasses software licenses for all users, structured training sessions across all locations, and dedicated technical support during the transition period.
Launch On-Call Rotation System
The on-call rotation system launch involves creating and posting monthly calendars at the branch level to ensure transparency and predictability for technicians. A formal blackout date request process will be implemented to accommodate personal scheduling needs while maintaining operational coverage. Compliance with scheduled breaks and recovery periods will be monitored to prevent burnout and ensure adherence to labor regulations. The estimated cost for this system implementation is USD 5,000, covering tools for scheduling visibility and necessary human resources system adjustments to support the new process.
Launch Social Media Recruitment Campaign
The social media recruitment campaign will distribute the previously created “Day in the Life” videos and HVAC-R University journey content across multiple platforms. Weekly content will be posted strategically to TikTok, Instagram, and LinkedIn to maintain consistent engagement with potential candidates. Targeted advertisements for technician recruitment will run in high-need regions to address specific staffing shortages. The estimated cost for this comprehensive campaign ranges from USD 10,000 to USD 15,000, covering digital advertising expenses, content management resources, and specialized platform tools for analytics and scheduling.
Begin Community Outreach and School Partnerships
The community outreach initiative includes contacting regional trade schools and high schools to establish formal partnerships for talent pipeline development. Specific dates will be set for career preview events and interactive Q&A sessions to engage with potential future technicians. These opportunities will be promoted through coordinated social media and email campaigns to maximize attendance. The estimated cost for this outreach program ranges from USD 5,000 to USD 8,000, covering materials production, travel expenses for representatives, and strategic sponsorships at key educational institutions. The total cost of all quarter two initiatives is estimated to be between USD 45,000 and USD 63,000.
Phase 3: Q3 – Monitor, Refine, and Expand (Months 7–9)
Evaluate Interventions (Summative Evaluation)
The summative evaluation process includes surveying technicians on scheduling satisfaction and workload balance to gather quantitative data on intervention effectiveness. Burnout indicators will be analyzed, including turnover rates, overtime hours, and missed breaks, to identify trends and areas for improvement. Comprehensive feedback will be collected from dispatchers and managers to understand operational impacts and implementation challenges. The estimated cost for this evaluation ranges from USD 3,000 to USD 5,000, covering professional survey design, data collection tools, and thorough statistical analysis of the findings.
Expand Social Media and Content Series
The social media expansion involves creating and publishing fresh content featuring the HVAC-R University students and recent new hires to maintain engagement momentum. Success stories and significant milestones from pilot branches will be highlighted to demonstrate real-world positive outcomes of the implemented changes. The estimated cost for this content refresh is USD 5,000, which covers expenses related to new content development, professional filming sessions, and post-production editing to maintain high-quality standards across all platforms.
Host First Technician Feedback Forum
The technician feedback forum initiative establishes quarterly listening sessions bringing together technicians and managers for structured dialogue. Input gathered during these sessions will directly inform refinements to break policies, dispatch support procedures, and other operational elements. The estimated cost for these forums ranges from USD 2,000 to USD 3,000, covering event support logistics, professional facilitation services, and documentation of action items for implementation following each session. The total cost of all quarter three initiatives is estimated to be between USD 10,000 and USD 13,000.
Phase 4: Q4 – Confirm & Sustain (Months 10–12)
Confirmative Evaluation & Scorecard Launch
The confirmative evaluation process involves conducting long-term retention monitoring and workload satisfaction tracking to assess sustained impact. The first scheduling equity scorecard will be published with region-specific metrics to promote transparency and accountability. Comprehensive comparison of pre- and post-intervention data will document measurable improvements and identify any remaining areas for refinement. The estimated cost for this evaluation phase is USD 3,000, covering professional report design, systematic data collection mechanisms, and distribution of findings to key stakeholders.
Sustain Outreach and Career Campaign
The sustained outreach effort continues social media posting with increased technician involvement to maintain authentic representation. A comprehensive toolkit will be created for ongoing school and community visits to ensure consistent messaging and professional presentation. An ambassador program will be built featuring high-performing technicians who can speak at events or create content for social platforms. The estimated cost for these sustained outreach activities ranges from USD 5,000 to USD 8,000, covering ongoing content creation expenses and outreach stipends for participating technicians.
Recognize Successes and Standardize
The recognition phase celebrates pilot site success stories through internal communications to acknowledge achievements and build momentum. High-performing dispatchers and foremen will be identified and promoted as operational role models within the organization. Best practices will be standardized across all branches to ensure consistent implementation of proven approaches. The estimated cost for this recognition initiative is USD 4,000, covering the formal recognition program development and supporting materials for company-wide distribution. The total of all quarter four initiatives will be an estimated cost between USD 12,000 and USD 15,000, with an overall 12-month estimate between USD 104,000 and USD 146,000.
REFLECTIONS
Looking back on our case study project and considering all that we experienced, three areas emerge as deserving of attention: what our team learned about applying artificial intelligence (AI) to performance improvement supply chains, how HPT principles guided our decisions, and what we learned from the obstacles we encountered. Through our project work, we recognized several ways in which supply chains could benefit from AI. There were three main applications, including predictive scheduling systems, technician dispatch optimization, and recruitment analytics through social media platforms. We live in an age in which optimization is easily accessible with the help of AI. AI technologies can enhance supply chain efficiency by improving predictive accuracy, optimizing route planning, and encouraging better decision-making through predictive analytics (Dehghani et al., 2024).
This case study showed how HPT principles can be applied to a complex organization. Throughout our studies, we were often told that many organizations default to training as a solution to their issues. Instead of concentrating on this default solution, HPT principles led us to conduct a comprehensive front-end analysis through interviews, surveys, and data review to uncover actual performance barriers. These were skills we have been learning and building throughout our programs of study, and it was refreshing to see them reveal deeper structural issues within an organization. Gilbert’s behavior model (Table 3) provided the framework for examining environmental factors, while the broader HPT model guided us towards more systemic interventions rather than individual-focused solutions.
Throughout the case analysis, challenges and lessons were learned. Limited access to the client forced our team to maximize each meeting’s value, although at times, critical information gaps often persisted between meetings. Coordinating schedules across stakeholders and delayed survey approvals further compressed our data collection timeline. To help mitigate these issues, we created a WhatsApp channel with the client, which allowed us to maintain an informal line of communication for quick clarifications. Overall, balancing project demands against other professional obligations pushed our limits. Still, these constraints ultimately sharpened our approach to clear communication and efficient data collecting strategies we might not have implemented otherwise.
CONCLUSION
This performance improvement proposal strictly targets the most pressing concern voiced by technicians in our survey: burnout resulting from inconsistent scheduling and uneven workload distribution. By applying the human performance technology (HPT) model alongside Lewin’s change management theory and the full-scope evaluation model (Dessinger et al., 2012; Van Tien et al., 2012), the proposed intervention offers a structured, evidence-based strategy designed to support measurable and sustainable improvements in both technician well-being and operational efficiency.
In addition to addressing internal workforce challenges, the proposal introduces a forward-thinking recruitment strategy that leverages the power of social media and authentic storytelling. By showcasing real technician experiences and documenting the student journey through the HVAC-R company’s University and Refrigeration Academy, the organization can significantly improve visibility, enhance brand reputation, and attract a broader, more engaged applicant pool. Together, these complementary interventions form a cohesive approach to strengthening workforce stability, reducing turnover, and creating a workplace culture where technicians feel valued, supported, and equipped to succeed. This proposal not only responds to the company’s immediate needs but also positions it for long-term growth and resilience in an increasingly competitive and rapidly evolving industry.
HVAC-R Company Survey Data
Five Whys Cause Analysis Results
Rothwell’s Six Cell Gap Analysis Model
Gap Identification Based on Kaufman’s Definition of Need
Gap Criticality Matrix
Contributor Notes
RANDALL OLVERA specializes in performance improvement and eLearning design. A former music educator, he was on the winning team of the 2024 ISPI EMEA Open Assist Experience. Serves as main presenter, lead facilitator, and data analyst. Enjoys shooting sports and is classified as a “Marksman” in IDPA.
ROBERTO ROBLES is a school award-winning educator with 10 years of experience. A master’s student in Instructional Design and Performance Technologies, he focuses on improving performance and behavior using HPT models. He loves designing instructional materials and his team won second place in the 2025 ISPI University Case Competition. He enjoys the outdoors.
ASHLEY LABUS focuses on evaluating student performance data to design differentiated instruction that boosts achievement. As the team’s research lead, she is passionate about performance improvement. Fun fact: Ashley once met Aerosmith while touring Air Force One!
NICOLE HATCHER leverages her expertise as a third-grade teacher and instructional designer to serve as the team’s technology integration lead. She loves traveling and hopes to visit all 63 national parks one day.
