introduction to human performance technology put the facilitator’s name here put ispi contact here...
TRANSCRIPT
Introduction to Human Performance Technology
Put the facilitator’s name here
Put ISPI contact [email protected]
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HPT is the discipline of Improving Individual &
Organizational Performance
Worker
Work
Workplace
People
Processes
Environment
– Internal & external
It considers:
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Work & Workplace Challenges**Art Isaacs
Products & systems
Workers & contractors
Government supplier customer
Quality approach
Increasing Complexity
Increasing Quality
Increasing Interface
Increasing Diversity
Simple Stand alone
Systems New Materials Miniaturization Computerization
Directive Collaborative
Skilled Unskilled Technical Specialization
Mixed skills Multi skilled
1930
Craftsman
1940-1950
Inspection
1960
Quality control
1970-1980
Quality assurance
1990-200+
Total quality
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Work & Workplace Challenges
Virtual
Carried with you
Global virtual teams
Requires integrated technology, systems, & equipment
Increasing span of control over virtual/global workers
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Worker
Aging workforce – loss of tacit knowledge
Generational differences in expectations
Increasing reliance on foreign workers for math and science skills
Continual need to re-skill or up-skill
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In Response, Organizations
WorkplaceLevel
WorkLevel
WorkerLevel
ReorganizePlanIntroduce initiatives
Six sigmaQuality
Add regulationsMake policiesMergerChange facilities
Re-design jobsAutomateAdd technologyGo to teamsImpose standardsRe-engineer
processes
Add performance
criteriaDevelop feedback
systemsDevelop/TrainCertify Use incentives
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HPT - Human
It deals with people in terms of their:
– Group norms
– Behaviors
– Motives
– Capability & capacity
It deals with the organization’s ability to provide people with:
– Direction
– Feedback
– Resources
– Incentives
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HPT - Performance
Performance is doing worthy work to standard
– Producing outputs & outcomes of value in ways that are efficient, effective, and ethical with minimal negative fallout.
– Applies to all levels:
» Individuals & project teams
» Departments & functions
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HPT - A Technology
It is:
– Systemic – considers environmental context & constraints
– Systematic – applies rules, principles, & heuristics
– Scientific – involves discovery, hypothesis, data, experimentation, and validation
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The Performance Improvement Process
Start with the end in mind
Get your measures – baseline
Identify the goal state & metrics + leading indicators
Diagnose before prescribing
Consider sustainability
Manage the implementation
Measure along the way & celebrate
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Case Example
Now tell a story to illustrate the ideas shared to this point
The story that follows on the next 9 slides is an example – use it as a template
– Background – set up
– Discovery
– Validation
– Results
– Design requirements
– Solution
– Metrics
– Telling the story
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Case Example
The request:
– 90-minute webinar on how to motivate employees
– Attendance is required
The audience
– Top 100 executives including the CEO, CFO, CIO, CLO, and all EVPs
– From Europe, Asia, and the Americas
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Heuristic - Discovery
Interviewed 15 Execs from target audience about why a need for motivating employees– Everyone is required to be on call 24/7
– No vacations or days off are taken
– No one uses a backup, but does everything him/herself
– All hold excessive meetings with no agenda where everyone is expected to attend
– Meetings held at 6:30am, Sundays, holidays - there is no respect for time, time zones, holidays, etc.
– No excuse tolerated for not being personally available or not knowing the answer
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Heuristic - Validation
Interviewed Medical Director and medical claims representative re health related costs
Interviewed HR re retention, turnover, absenteeism
Learned (became the baseline):
– 2 occupational suicides
– Increasing health costs - early retirements, more on disability, & absenteeism due to stress related illnesses
– Increasing loss of key talent
– Increasing absenteeism and tardiness
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The Goal - Results
No suicides
Fewer health claims
Lower health insurance costs
Less absenteeism, tardiness, & turnover
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Heuristic - Hypothesis
Group norms by Executives encouraged:
– Poor planning
– Disrespect
– Masochism/sadism
– Do it yourself, don’t trust others
– Selfishness
– Absence of priorities
– Me first, I don’t care about you
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The Design Requirements
Change group norms of leaders
– Appeal to ego and peer pressure
– Make public who’s playing nice and who is not
– Engage group’s leaders (model new behaviors)
Make the cost of current behavior explicit
Make leadership accountable for health & retention costs
Publicize participation and track interim results to sustain engagement
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Heuristic - Solution
Series of working sessions where executives built, refined, and agreed to:
– A set of work protocols that were based on respect, good planning, and effective use of people’s time
» Meetings – who to invite, when to schedule, how to build agenda
» Demanding availability – respecting weekends, holidays
» Back up – legitimizing having and using a back up
– Holding each other accountable for the new behaviors
Publicizing participation through self-report at quarterly executive meetings – appeal to ego and one-up-man ship
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Heuristic – Success Metrics
Adoption of protocols – leading indicators:
– Number of vacation days taken
– Number of executives that had & used backups
– Number of meetings with agendas and outcomes
– When meetings were scheduled
Success measures by correlating adoption with:
– Number of disability claims, early retirements, absences due to health
– Turnover or retention of key talent
– Health insurance costs
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Case Summary
Program Measures
Needs Assessment - Discovery
Cause Analysis
Baselines
Developed protocols (solution)
Suicides, retention, disability due to stress, pre-mature retirement
Irresponsible anagement practices
Healthcare costs, lost days, retention
Identified need for new protocols
Rate of adoption Personal goals w/ measures
Conducted awareness sessions, used shame & peer pressure
Measure leading indicators
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HPI and HPT
Human Performance Improvement is the goal.
Human Performance Technology is the means for achieving the goal. HPT is a recognized body of professional knowledge and
skills whose aim is the engineering of systems that result in accomplishments that the organization and all stakeholders value.
Many people talk about HPI in loose terms and confuse ends and means. HPT is a disciplined professional field that is systemic in its vision and approach, systematic in its conduct, scientific in its foundation, open to all forms of intervention and focused on achieving valued, verifiable results.
Harold Stolovitch
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Debrief & Reflection
Given what you have learned during this segment, what new ideas have emerged for you?
List the specific takeaways and or actions you will consider because of this segment?
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HPT is a Discipline
We have a system of rules that govern our conduct and activity
– Focus on results
– Think systemic
– Add value
– Partner or collaborate
– Employ a systematic process
– Be data driven
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HPT is a Technology
We:
– Employ a scientific method for achieving a practical purpose
– Operate from a set of principles and procedures to define the problem, collect data, and to test our hypotheses
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HPT is an Attitude
Engagement is key
We honor the other people’s perspectives
We get our measures in the beginning
We trust but verify others’ opinions and data
We see solutions are vehicles for shaping behavior not ends in and of themselves
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HPT is an Approach Work smart
Listen to gain understanding.
Engage clients and stakeholders in the process of discovery, diagnosis, and implementation so to get mutual and ongoing commitment to a solution.
Begin with end in mind
Get success measures up front
Establish the baseline
Develop a hypothesis and get the facts to support or reject it
Honor the constraints and limitations of the organization
Leverage data already being collected
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What Distinguishes HPT
1. We are uniquely prepared to address ill-structured problems:
– Multiple ways to define the goal
– Multiple paths for achieving the goal
– Accomplishment done over a period of time
– Context of application is unique
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What Distinguishes HPT
2. Our systematic process is a heuristic not a procedure
– It aids in discovery, learning, and problem-solving
– It includes formative feedback so we can adapt and adjust as needed
Ken Silber, Ph.D., CPT
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What Distinguishes HPT
3. We are solution neutral or appropriate:
– We guide clients to the appropriate set of solutions
– We may have a hypothesis, but we test it out before we suggest a course of action
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What Distinguishes HPT
4. We see solutions as vehicles to drive behaviors that produce worthy results, not artifacts
– To achieve congruence and clarity
– To improve efficiency
– To improve capacity, capability & resiliency
– To move people to action
– To align goals, results, & consequences
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What Distinguishes HPT
5. We work with organizations as open systems:
Required
Emergent
FacilitiesTechnology
Resources
CompetenciesRewards
Environment FeedbackCulture
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What Distinguishes HPT
6. We work within constraints
– Limited resources
– Conflicting goals
– Personal peccadilloes and agenda
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Role
Our role is to engage (build relationships) with the client so to:
– Help determine or clarify the need
– Scope the project
– Get success and baseline measures
– Explore and get agreement on possible solutions
– Perhaps broker services
– Perhaps help with the design, development, implementation, and evaluation of the solutions
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The Big 5
1. Keep the results in mind – everything has a purpose, even things that are dysfunctional
2. Think systems – a direct line is not always the shortest route
3. Partner or collaborate - earn people’s trust, give away the glory
4. Add value – build your bank account
5. Be data drives - trust but verify as people tell the truth based on what they know or have experienced
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Debrief & Reflection
Given what you have learned during this segment, what new ideas have emerged for you?
List the specific takeaways and or actions you will consider because of this segment?
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Judith A. Hale, Ph.D., CPT
Judith is the author of Performance Based Evaluation, Performance-Based Certification, Performance Consultant’s Fieldbook 2nd ED, Performance-Based Management, and Outsourcing Training and Development(Jossey-Bass).
She is the architect of the CPT certification offered by ISPI.
She has been a consultant to management for over 25 years. She specializes in certification and performance improvement.