The History of Human Performance Technology (HPT): It’s Evolution, Contributions, & Impact Judith A. Hale, Ph.D., CPT ibstpi Fellow President of ISPI Hale Associates Haleassoci@aol.com Skype: Judith Hale (c) Hale Associates 2011

Human Performance Technology-HPT Performance is the goal - it is doing worthy work efficiently, effectively, and ethically Human – performance is accomplished through human behaviors Technology – the application of a systematic process that examines the workplace, work, and the workers so people can perform

Drivers for HPT Information Age - started with the development of the transistor Today we see: Flatter structures with more information being pushed down into he organization Greater decision making at each level Changed the balance of information, now have a need for knowledge management – just in time not just in case; Increased reliance on informal learning and a need for knowledge workers who know more about their job than the boss Resulted the need to look at the workplace, work, and work to optimize resources Human Physical space Technology

Impact of the Information Age on Work* *Art Isaacs Products & systems Increasing Complexity of Work Simple Stand alone Systems New Materials Miniaturization Computerization Workers & contractors Increasing Diversity of Worker Skills Unskilled Skilled Technical Specialization Mixed skills Multi skilled Government supplier customer Increasing Interface Work is more complex than ever before. Requiring more sophisticated design of work & work processes. Requiring more complex multi-skilled workforce. Organization are collaborating across supply chains; suppliers playing bigger role Requiring professionals (HPT) skilled at diagnosing the work, workplace, and worker requirements for organizations to be competitive in the coming century; HPT thinking in terms of value chain, societal and governmental impact Directive Collaborative Quality approach Increasing Quality 1930 Craftsman 1940-1950 Inspection 1960 Quality control 1970-1980 Quality assurance 1990-2020 Total quality (c) Hale Associates 2011

Evolution of Training to Performance Measures Increasing Demand for Return on Investment Norm Criterion Transfer & Sustainability Impact Technology Increasing integration of computers – work & learning Programmed Video Computer-based simulations Web-cast Work design Increasing Use of Performance Supports Simplified tasks Job-aids EPSS Total design Workplace Increasing Role of the Work Setting on Performance 1930 Design of tools 1940-1950 Leadership 1960 1970-1980 1990-2020 Integrated leadership- human capital Organizational Structure Reengineer jobs (c) Hale Associates 2011

Complexity of the Work Type One Type Two Type Three Type Four Repetitive Projects Know what complete looks like and how to get there Type Two Quasi-experimental Projects Have well described methods Type Three Complex Projects Know what success looks like, but no universally agreed on way to get there or don’t know how to get there Type Four Catastrophic Projects Not sure what success looks like and don’t know how to get there First half of last century, Trainers expected to prepare people to do Type One work; the development of computer technology and space exploration gave rise to the need to prepare people to do types Two and Three work. This opened the door for people with an HPT back ground Examples of Type Three - Chilean mine disaster, BP oil spill, Space Exploration;. (c) Hale Associates 2011

HPT’s evolution over past 50 years Moved from training to performance Appling more sophisticated measurement practices Increasingly use computers to both deliver content and support on-the-job performance Increasingly help design work processes to support performance Increasingly help design work environments that support the desired change in work behaviors Increasingly work with organizations as integrated open systems

Evolution Milestones: 1940-1950 Clients saw need to measure learning against criteria instead of norms. Military and manufacturing required people to do task to standard Getting 70%, 80%, 90% did not work; wanted 100% This in turn forced trainers to design instruction based on meeting standards and testing both knowledge retention and application

Evolution Milestones : 1950-1960 Concept of programmed learning developed Tried “teaching machines” Chunked learning Built in feedback systems Moved from instructional objectives to learning objectives to learning outcomes Instructional technology was introduced

Evolution Milestones: 1960-1970 Trainers started looking at how to support learning back on the job: Introduced job aids Started building in performance supports into the job setting or job itself Started questioning the role of the supervisor and importance of reinforcement National Society for Programmed Instruction (NSPI) was established

Evolution Milestones: 1970-1980 The term “performance” introduced into professional vocabulary Trainers were asked to prove training was being applied on the job, Trainers started looking at the workplace and how it supports the new behaviors Recommended performance supports Recommended reinforcement by the boss Began to question the importance of job incentives and performance management systems. NSPI became the National Society for Performance and Instruction

Evolution Milestones: 1980-1990 Trainers started referring to their work as “Performance Improvement” Trainers became more sophisticated in the use of delivery technology: Video Computer assisted, computer-based, simulations Language of “Human Capital” introduced

Human Capital “…human capital, defined as 'skill, dexterity, and knowledge' of the population, has become the critical input that determines the rate of growth of the economy and the well-being of the population.“ Boyatzis

Evolution Milestones: 1990-2000 More complex solutions were developed to support and improve performance Training combined with performance support Incentive systems based on job deliverables Reengineered work processes combined with more sophisticated technology. Measurement: Increasingly expected to measure how well performance improvement programs (training, job design, alignment of incentives, improved infrastructure, etc.) affected: Retention – done through testing Application – transfer to the job; new behaviors on the job NSPI became ISPI – International Society for Performance Improvement First Handbook for Performance improvement published

Evolution Milestones: 2000-today HPT increasingly: Applies more sophisticated measures: Time to and cost of proficiency Business Impact – contributions to and effect on the organization’s competitiveness Societal impact – contributions to and effect on social and environmental issues Assesses how jobs are designed and workplace variables affect performance Certified Performance Technologist and HPT Standards introduced

HPT’s Contributions for Tomorrow ISPI: Building strategic alliances with key industry groups Building strategic alliances with international partners Developing credentials to recognize organizations, performance improvement programs, and learning solutions Members doing more strategic work in key industries (education, healthcare, military, international development)

Work & Workplace Challenges Work being done virtually Carried with you Organizations using global virtual teams A result is managers have an Increasing span of control over virtual/global workers Workers have an increasing reliance on sophisticated & integrated information & communications technologies People where ever there is WiFi At home or at Starbucks People work out of their car carrying IPods, PDA’s, cell phones, laptops, and more. People wear head sets and collaborate (c) Hale Associates 2011

Current Workforce Challenges Aging workforce – loss of tacit knowledge Generational differences in expectations Increasing reliance on multi-national workers for math and science skills Continual need to re-skill or up-skill Increasing need for skills in solving complex problems and innovation Increasing need for self-directed learning (c) Hale Associates 2011

Consequence of these challenges New players offering solutions Architects and interior designers Information technology vendors Quality consultants Training vendors Financial and business consultants All offer partial solutions that do not take into consideration the whole system

HPT’s Position HPT the only discipline that applies a systematic process that examines the whole system - Marketplace Workplace Work Workers While Staying focused on actual and desired outcomes or results Being systemic is its approach and solutions Seeking to add value in the process Partnering or collaborating with all stakeholders

Summary HPT as a profession will continue to: Make smart use of technology Develop efficient ways to evaluate its contributions to organizations and society Build strategic alliances with clients and stakeholders Develop standards to recognize organizations and individuals who exemplify the adoption of HPT Become more sophisticated in how to increase its level of influence (c) Hale Associates 2011