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August, 2006
Volume 45 / Number 7
Editor's Note: Getting Mind and
Matter Right in the World of HPT
by Holly Burkett, CPT, MA, SPHR
Commentary: Seven Keys to Unlock the Four Levels of Evaluation
by Donald L. Kirkpatrick
Failure: What It Is and How to Invite It
by Roger Kaufman, CPT, PhD
It is time to move from word salad--sloppy and inaccurate definitions and
use of concepts and tools-in our field, and practice what we preach about
precision and rigor. This article suggests ways for us to get accurate in
communicating with others. Beginning with strategic planning as a tool, it
compares conventional and incomplete uses with a rigorous standard and
identifies other vehicles for improving what we use, do, produce, and deliver in
terms of adding measurable value for all partners.
Justifying Human Performance Improvement Interventions
by Rick Humphress and Zane L. Berge, PhD
This article discusses how to calculate the benefits for six Human Performance
Improvement (HPI) interventions so that they can be used in a net present value
investment equation: alignment with incentives and motivations; skills and
information training; individual capacity; expectations; information and data;
and resource allocation and support. For each approach, we provide a framework
regarding how to calculate the dollar value of the HPI intervention, the time
frame over which the analysis should be performed, and the degree of risk or
uncertainty inherent in the intervention. The six HPI tools or methods are a
major change effort heuristic, creating a distinctive competency, the Bliss-Gately
tool for assessing the cost of turnover, power laws of practice, support cost
saving heuristic, and a job characteristics model. The paper also includes a
sidebar on risk assessment.
The Total Evaluation Process: Shifting the Mental Model
by Matthew E. Alexander, MS, IPT, and Jodane Christoffersen, MS, IPT
Far too often in the human performance technology industry we find that
professionals do not
consider the evaluation of results and return on investment (ROI) until the end
of a project as an afterthought, or in some cases not at all because
practitioners feel it is too difficult to calculate. The goal of this article is
to affect the human performance field's approach to ROI. The Total Evaluation
Model presented in this article combines elements of Kirkpatrick's and Phillips'
evaluation frameworks, respectively, to include core project management
methodologies. This model was created organically by experience over several
years by the authors.
Exploring the Value and Impact of Diversity Training for a Female-Oriented
Nonprofit
by Seniye Groff, MEd
This project is meant to explore the link between organizational culture and the
development and performance of its volunteers. In Dress for Success, volunteer
performance was examined through training, individual motivation levels, and the
environment and organizational structure in
which the volunteer worked. By influencing the perspectives, values, beliefs,
and behaviors of the
volunteers, as well as those of organizational stakeholders, it was determined
that the clients
would be better and more equitably served.
Awakened Leadership: Ancient Practice Going Hip
by Joan F. Marques, EdD
As theories around leadership continue to advance, there seems to be one theme
that encompasses all: cognizance, or the very act of being awake. If one
considers "awakened leadership" as a multi-styled way of leading, based on the
insight that it can entail every possible leadership style, trait, and skill-as
long as these styles, traits, and skills meet the criteria of being applicable
and advantageous to all parties involved-then this could be the single
leadership style that will work in all scenarios. This paper introduces the
long-established yet quiescent phenomenon of awakened leadership, reviews its
elements, and subsequently presents a definition and a model for this
multifaceted leadership style.
International Society for Performance Improvement
Professional Practices Survey: A Report
by James A. Pershing, CPT, PhD, Jingli Cheng, and Kok Pun Foong
An important role for a professional association is providing profiling
information about its members. This article reports the results of a
data-gathering project regarding the professional practice of members of the
International Society for Performance Improvement (ISPI). The purpose of this
ISPI-sponsored study was to provide ISPI's members, other organizations in the
field, and the general public with general demographic information about the
ISPI membership as well as insights about the following aspects of their
professional practice: employment by industry; job title; time on job; time
spent at work; and job-related challenges such as stress, opportunities for
growth and development, and job satisfaction. In addition, information was
obtained concerning compensation, including gross annual income and benefits
received. The 2,966 full-time ISPI international members were surveyed using an
online questionnaire. The response rate was 36.4%. The findings are discussed
using a variety of descriptive and inferential statistics
Executive Summaries
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