1. Overview: Human Performance Technology (HPT) Roy Knicley, CPT

2. Now that you’ve opened the door by declaring yourself a “Performance Consultant…”

3. How are you going to answer your Mom when she asks: Honey, exactly what do you do?

4. Dear Mom… apa komentar mu yang pertama saat kamu pulang dari dokter gigi karena gigi saya yang berlubang? Kamu akan mengatakan "Saya tidak akan makan permen lagi" Akan tetapi, bagaimana kamu yakin bahwa permen lah yang membuat gigimu berlubang, kalau kamu tidak melihat semua faktor yang dapat menimbulkan lubang pada gigimu? misalnya: tidak sering menggosok gigi, tidak menambal gigi, makanan …

5. Hi Mom. Ini adalah pekerjaan saya. Ma, saya ingin tahu bagaimana dan mengapa organisasi/perusahaan saya menjad rapuh. Kemudian saya membuat sebuah rencana proaktiv buat menghindari msalah berikutnya. Mama tahu tidak, saran mereka bagaikan mengunjungi dokter gigi dua kali dalam setahun Love, Jane

6. About Human Performance Technology…  What is It?  Why Do You Do It?  How Do You Do It?

7. Common Performance Expressions Performance Improvement is the goal or benefit of focusing on individual and organizational change and business results. Performance Consulting is the service or practice of providing advice, leadership, support and direction to the performance improvement process. Rosenberg (1998)

8. Common Performance Expressions, continued Performance Technology is the process and tools used to solve human performance problems or to realize performance improvement opportunities. Rosenberg: (1998) Rosenberg: (1998)

9. What is Human Performance Technology? HPT is a systematic approach to improving productivity and competence. It is a set of methods, procedures, and strategies for solving problems and seizing opportunities related to the performance of people. ISPI: 2001

10. Many factors impact individual performance…to help prescribe the right solution(s), it is important to identify all of those factors that may affect the performance problem or opportunity.

11. Human Performance Technology Combines 3 Fundamental Processes …  Performance Analysis  Cause Analysis  Intervention Selection and Implementation

12. … To Produce these Outcomes  Analyze observable workplace behavior  Link behaviors with related environmental factors  Determine the causes of both exemplary and problem behaviors  Design possible solutions called interventions  Monitor and measure the results to determine the effectiveness of the implemented interventions

13. Mom, as a Performance Consultant, I help answer the question…. What are all of the factors that impact someone’s performance?

14. Fundamental Principles of Human Performance Technology Focus on outcomes, results Take a system(s) viewpoint Add value; focus on the business or organizational purpose Establish partnerships; work collaboratively

15. Why Apply Human Performance Technology?  Identify the “real” reasons why people aren’t performing as expected  Match appropriate solutions to performance problems or opportunities  Select solutions that are both practical and cost effective

16. Human Performance Technology is Appropriate When ….  You’ve been asked to implement a training solution  You’ve been asked to help with a performance issue  You’ve been asked to help in implementing a change that will have a major impact on a group of performers

17. Is Human Performance Technology the same as Training Needs Assessment? Proposed Training Program

18. “The danger in leaping from apparent problem to apparent solution is that large amounts of time and money can be spent in throwing training at a problem that training cannot solve. You need to dig a little deeper. That is why a procedure (like Human Performance Technology) is important to those who actually want to solve problems – rather than just talk about them.” Robert F. Mager

19. Components of Rummler’s Human Performance System Input Consequences FeedbackPerformer Output InputPerformerOutput ConsequencesFeedback

20. Input  Clear or sufficiently recognizable indications of the need to perform  Minimal interference from incompatible or extraneous demands  Necessary resources (budget, personnel, equipment) to perform

21. Performer  Necessary understanding and skill to perform  Capacity to perform, both physically and emotionally  Willingness to perform (given the incentives available)

22. Output Adequate and appropriate criteria (standards) with which to judge successful performance. Accuracy Speed Production

23. Consequences  Sufficient positive consequences (incentives) to perform  Few, if any, negative consequences (disincentives) to perform

24. Feedback Frequent and relevant feedback as to how well (or how poorly) the job is being performed

25. How Do You Apply Human Performance Technology? 1.Conduct a Performance Analysis. 2.Conduct a Cause Analysis. 3.Select and implement the appropriate intervention(s).

26. Conducting a Performance Analysis  Understand the performance issue that is being addressed and verify agreement  Collect data on current performance  Compare current performance to desired performance  Determine the performance gap

27. Conducting a Cause Analysis  Identify causes for the performance gap  Don’t jump to conclusions!  If needed, gather more data

28. Areas for Cause Analysis  Input  Performer  Output  Consequences  Feedback

29. Intervention An intervention is an:  activity  process  event or  system designed to correct the problem or change the situation and improve performance.

30. Selecting and Implementing the Appropriate Intervention(s)  Identify criteria that the intervention(s) must fit such as: Cost Time Quality  Select the interventions(s) that best fit the criteria and improve performance  Propose the intervention(s) to the client and gain commitment to implement  Implement the intervention(s)  Evaluate the effectiveness of the intervention(s)

31. Categories of Performance Interventions  Career Development  Communications  Documentation & Standards  Ergonomics & Human Factors  Feedback Systems  Financial Systems  Human Dev. Systems  Industrial Engineering  Information Systems  Instructional Systems Hutchison & Stein: 1998  Job/Workflow Design  Labor Relations Systems  Management Practices  Measures & Evaluation Systems  Organizational Anthropology  Organizational Design/Development  Quality Improvement  Resource Systems  Selection Systems  Reward/Recognition Systems

32. Let’s apply what we’ve learned about HPT …

33. CPT Standards of Performance Technology  Focus on results  Look at situations systemically  Add value  Utilize partnerships & collaborate  Systematic:  Assessment  Analysis  Design  Development  Implementation  Evaluation

34. HPT Case Study  Client: Customer Service Marketing Department  Imperative: “Enhance the customer experience while increasing service revenues by offering additional services and products”  Success Factors & Core Requirements  Interventions: Workplace, Work, & Worker

35. We’re All Tied Up… Situation  3 Children ages 5, 3 & 1  It takes us 30 minutes to get our shoes on in the morning!

36. P.S. Closing Thoughts About Human Performance Technology  Brings a systems approach to diagnosing performance  Recognizes that organizational performance factors have as much impact as individual performance factors  Promotes the brokering of effective solutions