2. 1 Human Performance Improvement Process INTRODUCTION Connie Johnson

3. 2 Human Performance Improvement Process THE DEFINITION The ISPI Defines HPT as the systematic and systemic identification of barriers to individual and organizational performance. HPT uses a wide range of interventions taken from a number of disciplines. It emphasizes performance analysis, identifies causes for the performance gap, directs the change management process, and evaluates the results. A description of this performance improvement strategy one word at a time; Human: the individuals and groups that make up the organizations Performance: activities and measurable outcomes Technology: a systematic and systemic approach to solve practical problems

4. 3 Human Performance Improvement Process THE PROCESS The five phases of the HPT Model are:  Performance Analysis  Cause Analysis  Intervention Selection and Design  Intervention Implementation and Change  Evaluation

5. 4 Human Performance Technology (HPT) Model Performance Analysis Cause Analysis Intervention Selection and Design Intervention Implementation and Change

6. 5 Human Performance Improvement Process INTERVENTION SELECTION AND DESIGN

7. 6 PHASE III INTERVENTION SELECTION AND DESIGN Intervention Selection and Design

8. 7  Focus on performance problem.  Be flexible.  Think out of the box.  Look at many options.  Use two or more.  Evaluate. Target your performance problem Guidelines for Selecting Interventions

9. 8 Consider:  Cost  Feasibility  Appropriateness  Acceptability Select Interventions

10. 9  Lets look at...

11. 10 Intervention Selection Question An insurance manager has seen the processing of claims in his department drop by 50% in the last two months. Since some recent policy and procedure changes have occurred, the claims processors must need refresher training on the changes. Is Training Needed? Yes No

12. 11 Intervention Selection Question A HPT consultant analyzes the situation and finds  A change in office design has placed 2 good friends next to each other. They talk constantly.  A 15+ year processor sits at her desk seeming very unmotivated.  An experienced claims processor is filling in temporarily for an employee on maternity leave. He knows the claims process, but is unsure who to call or where to send the completed forms. Is Training Needed? What interventions besides training may be beneficial? Yes No

13. 12 Intervention Selection Results  Job enlargement Redesign office layout.  Motivation (Incentives and rewards) Create quarterly incentive program. Experienced employees may be selected for prestigious coaching positions. Recognize employees in company newsletter and website for valuable contributions.  Job aid Create a workflow job aid and a contact name / phone number sheet for new or temporary employees.

14. 13 Human Performance Improvement Process INTERVENTION IMPLEMENTATION AND CHANGE

15. 14 PHASE IV INTERVENTION IMPLEMENTATION AND CHANGE

16. 15 Human Performance Improvement Process The Key to Intervention

17. 16 INTERVENTION The goal is to identify “performance gaps” which can be “closed” with “interventions”.

18. 17 Human Performance Improvement Process Rosenberg (1990) suggested four major categories of interventions:  Human resources development. The focus here is on improving individual employee performance using training, career development, individual feedback, incentives and rewards.  Organizational development. This category centers on improving the performance of groups or teams. It involves organizational design, team building, culture change, group feedback, incentives and rewards.  Human resource management. The concern is with coaching and managing individual and group performance, as well as recruiting and staffing. Interventions include supervision, leadership, succession planning, and personnel selection.  Environmental engineering. Environmental engineering is concerned with providing tools and facilities for improving performance. Examples include ergonomics, job aids, electronic resources, systems design, job and organizational design and facilities design.

19. 18 Human Performance Improvement Process The Key to Implementation

20. 19 Human Performance Improvement Process Intervention Implementation Implementation involves four parts:  Intervention  Organization  Leadership  Individuals affected

21. 20 Human Performance Improvement Process Intervention Implementation Carrying of the solutions to performance problems requires good project management skills

22. 21 Human Performance Improvement Process The Key to Change Management

23. 22 Human Performance Improvement Process Change Management Change Management is the process of developing a planned approach to change in an organization...

24. 23 Human Performance Improvement Process Change Management The process of helping an organization to operate successfully in a new environment by optimizing:  The knowledge the workforce has of the new environment.  The ability of the workforce to operate effectively in the new environment.  The willingness of the workforce to accept and adapt to the new environment.

25. 24 The Realities of Change Management...

26. 25 Human Performance Improvement Process Change Management Model  Identify the change  Prepare the change  Determine the degree of risk and the cost of the change:  Culture - History - Resistance  Plan the change  Communication system - Learning System - Reward System  Implement the change  Sustain the change

27. 26 Change Management Techniques and Tools

28. 27 Human Performance Improvement Process The Key to Process Consulting

29. 28 Human Performance Improvement Process Process Consulting A well-designed process provides a road map for collaboratively achieving your organization’s desired results. Process consulting is a power tool which is used to:  Enhance group effectiveness  Shorten meeting times  Address conflict

30. 29 Human Performance Improvement Process Process Consulting Benefits:  Shorter meetings  More productive meetings  Better decisions  Increased feelings of participation  Greater satisfaction with the team or meeting

31. 30 Human Performance Improvement Process EMPLOYEE DEVELOPMENT APPRAISAL EMPLOYEE MANAGER HUMAN RESOURCES

32. 31 Human Performance Improvement Process Employee Development is… A chance for an employee to gain knowledge and personal achievement. An ongoing empowerment process taken on by the employee and supported by the manager / supervisor and central management. Enhancing skills and knowledge for increased job competency and satisfaction. Based on assessments.

33. 32 Human Performance Improvement Process Employee Development Model 1. Self Assessment 2. Departmental understanding 3. Manager / supervisor assessment 4. Writing your employee development plan

34. 33 Human Performance Improvement Process COMMUNICATION, NETWORKING, AND ALLIANCE BUILDING

35. 34 Human Performance Improvement Process Communication is key to effectively implementing new approaches and achieving winning results. Well-designed media - including presentations kits, posters, over view maps, graphic reports and web-based communications are vital in gaining the awareness, involvement and commitment of organization members.

36. 35 Human Performance Improvement Process Employees want to hear messages about change from two people: CEO Immediate Supervisor

37. 36 Human Performance Improvement Process Effective Communication: What are the most effective methods of communications? How frequently should the objectives and progress of the project be communicated?