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

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

2. About Human Performance Technology… • What is It? • Why Do You Do It? • How Do You Do It?

3. 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. Common Performance Expressions Rosenberg (1998)

4. 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)

5. What isHuman 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

6. 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.

7. Human Performance Technology Combines 3 Fundamental Processes… • Performance Analysis • Cause Analysis • Intervention Selection and Implementation

8. … 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

9. 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

10. Why ApplyHuman 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

11. Human Performance Technologyis 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

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

13. “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

14. Components of Rummler’sHuman Performance System Input Performer Output Output Input Consequences Consequences Feedback Feedback Performer

15. 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

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

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

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

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

20. How Do You ApplyHuman Performance Technology? Conduct a Performance Analysis. Conduct a Cause Analysis. Select and implement the appropriate intervention(s).

21. 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

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

23. Areas for Cause Analysis • Input • Performer • Output • Consequences • Feedback

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

25. 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)

26. 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 Categories of Performance Interventions

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

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

29. P.S.Closing Thoughts AboutHuman 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