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May/June, 2006
Volume 45 / Number 5
Editor's Notes: Tracking the Path to Performance
by Holly Burkett, CPT, MA, SPHR
Commentary -- Public Sector Strategic Planning: An Emergent Approach
by Thomas Plant, MBA, MPA
Measuring the "Unmeasurable"
by Jay Alden, PhD
Some abstract and complex factors related to organizational performance are considered "unmeasurable." It is believed that there are too many facets and subordinate qualities associated with them to be represented by a single meaningful number. This article takes the position that if you are willing to put the time, effort, and investment in the measurement process, you can derive a valid and reliable numerical score that will truly represent any factor, no matter how abstract. It provides three approaches for assigning numerical scores to represent abstract factors using measurement techniques that are considered accurate and meaningful: (1) finding a representative indicator, (2) building an index score, and (3) constructing a measurement instrument. For each approach, the article describes the systematic process for applying the technique, shows some examples, and discusses the benefits and pitfalls.
The Effect of Training on the Bottom Line
by D. Glen Miller, EdD, and Bonnie F. Mattick, CPT, MAEd
Academics and human performance technology (HPT) practitioners have long argued the merits of evaluating HPT interventions. Many agree that the most convincing evidence is return on investment (ROI). As human performance consultants, we consider Kirkpatrick's four level evaluation framework to be most impressive on how performance improvement influences the bottom line. Measuring the effect of an HPT intervention such as training on business goals is our subject. Traditional training evaluations concentrate on measuring employee and customer opinions. We focused on measurements of assets and other business benefits, such as improved productivity and profitability, derived from safety coaching. Combining performance measures, business goals, and human factors illustrates the bottom line power of HPT interventions.
A New Future for HR and HPT Professionals
by Irving H. Buchen
There are at least five developments that auger well for the future of HR and HPT professionals. They include the HR capacity for redefinition as hybrids; the development of creative ways to recruit and retain talent; the absolute alliance with and reliance on constant training and reskilling; the analysis of the transformation of workforce goals and roles; and the design of multiple versions of organizational charts and structures. But for all of the above to take hold, advocacy needs to be supplemented by the agenda of HPT performance standards and research.
Virtual Teams -- Virtually Impossible?
by Tammy Dewar, PhD
Financial pressures and the increased use of technology have created an opportunity for companies to explore the use of virtual teams as a part of their strategic advantage. The VASE framework has been developed to help individuals, teams, and organizations to understand and address some of the challenges of working with virtual teams. The framework has four components: (1) build and maintain a Vision, (2), check Assumptions, (3), take a Systems approach, and (4) Expect white water. Each component has an associated set of competencies and development tools. This article outlines an assessment of virtual team skills against the VASE framework and suggested activities for addressing each phase.
Trends of Employee Performance: Collaborative Effort Between Managers and Employees
by Vaughan P. Houger, CPT, MBA
Organizations exist for a specific purpose: to provide some product or service to other organizations or outside customers. Organizations hire people to perform assigned job tasks to produce desired results -- to enable the organization to fulfill its function and purpose. Not all employees perform the same in a given job. The work environment seems to reinforce both productive and nonproductive employees. This study explores how a change in a company's strategic destination impacts the performance and productivity of its employees.
HR Competencies and Their Relationship to Organizational Practices
by Sunil J. Ramlall, PhD
With growing emphasis being placed on HR competencies as a means to increasing HR's effectiveness, this research study seeks to (1) determine if competencies are predictive of success in the HR profession, (2) understand how competencies vary by type of position within HR (entry level, manager, director, and executives), (3) determine if there is a relationship between specific competencies and particular responsibilities of HR professionals, and (4) determine the relationship among education, years of HR experience, competencies, and compensation. Numerous areas are identified as gaps between competencies that HR professionals should possess compared to current competencies necessary to function effectively as strategic business partners.
Executive Summaries
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