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Back to the Performance Improvement Journal Home PageOctober 2005 Editor's Notes: The Emergence of HPT |
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Executive Summaries
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| The "Big Five": The Evolution of the Performance Systems Model by Donald T. Tosti, CPT, PhD Adopting a systems approach was a significant early development in the field of Human Performance Technology (HPT). This paper describes the evolution of a performance systems model. That evolution was driven by the practical necessities of dealing with a wide variety of performance problems and insights from many colleagues. The performance systems model has been validated through successful application and the test of time. The transition of HPT to a systems approach with an emphasis on "best means" analysis rather than just "root cause" has been responsible for a broad range of creative applications over the ensuing years. The human performance systems model complements, and in many ways exceeds, cause-effect variance reduction models used by most other improvement disciplines in providing innovative solutions. Physician, Heal Thyself: A Case Study Demonstrating Dramatic Outcomes From Using Performance Analysis by Dian K. Castle, CPT, RODC, SPHR, NCC, NCCC Performance technology is the field of practice that focuses on improving the performance of persons operating in a results-oriented system. That means taking a hard look at the following interconnected elements of the system: the person, the job or process, and the organization. Performance needs to occur on each of these three levels, and their harmonious operation results in optimal performance. An ongoing performance system is essential to any organization that wants to obtain consistently excellent performance results from its employees. This case study features the process and results of applying the tools of performance technology to the human resources development function within an organization in the health care industry. It illustrates a case of "Physician, heal thyself." The study emphasizes a comprehensive approach for identifying and defining the causes of deficient performance within an organization. In addition, it features the implementation of an integrated solution representing four practice areas--human resources development, organizational development, environmental engineering, and human resources management--that resulted in dramatic improvement of individuals, teams, and the organization itself. The approach examines each of the following six factors impacting performance: capability, well-defined job roles and articulated expectations, knowledge and skills, appropriate resources, feedback, and rewards and incentives. Assessing the Learning Culture and Performance of Educational Institutions by Naresh Kumar, PhD Higher-learning institutions have long recognized the value of knowledge as an essential source to face unprecedented challenges and sustain competitive edge. However, in facing the unprecedented challenges of the 21st century, in-depth knowledge of learning in organizations and how it leads to performance improvement is crucial. Although there is a vast literature pertaining to organizational learning, empirical evidence that supports the relationship between organizational learning and performance outcomes is at the early stage. This study intends to further explore the issue. A regression analysis revealed that individual, team, and organization level of learning significantly influence financial and knowledge performance. EPSS Needs Assessment: Oops, I Forgot How to Do That! by Frank Nguyen How many times have you attended a marathon training class only to return to your job and promptly forget what you learned? How many times have you programmed your VCR, only to find yourself scrambling for the manual six months later? Electronic Performance Support Systems (EPSS) offer a solution to quickly provide employees with rarely used or forgotten information. This article summarizes a needs assessment that was conducted to determine the types of EPSS end users and training professionals believe would be valuable in enabling human performance. The results indicate that systems to support on-the-job training, context-sensitive help for software procedures, and visually based EPSS were rated highest among the sample population. Using the HPI Model to Improve Skills for Administrative Assistants by Carol Bimberg, CPT, and Tara Nida The Human Performance Improvement (HPI) model is a systematic process of measuring a performance gap, identifying the cause, developing the most efficient yet effective "fix," and evaluating results. This process was applied at JWT Detroit to address a perceived gap in performance among administrative assistants (AAs). Project leaders sought answers to questions such as: What actual skills did AAs need? Did the AAs all need the same skill set or were there different skill sets for the different levels of AAs? If the various AAs needed to be tested and trained on different skill sets, what was the best approach for a small training department? The project made significant headway toward the project goal of having AAs certified at specific skill levels. Results were measurable, leaving the project team with solid information to take into further evaluation and ultimately into a new plan. |
