The History of Human Performance Technology (HPT): It ’ s Evolution, Contributions, & Impact

1. 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

2. 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

3. 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

4. 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 suppliercustomer Increasing Interface Directive Collaborative Quality approach Increasing Quality 1930 Craftsman 1940-1950 Inspection 1960 Quality control 1970-1980 Quality assurance 1990-2020 Total quality

5. 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

6. Complexity of the Work

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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)

17. 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

18. 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

19. 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

20. 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

21. 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