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Introduction to Human Performance Technology Put the facilitator’s name here Put ISPI contact here

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Presentation on theme: "Introduction to Human Performance Technology Put the facilitator’s name here Put ISPI contact here"— Presentation transcript:

1 Introduction to Human Performance Technology Put the facilitator’s name here Put ISPI contact here

2 2 HPT is the discipline of Improving Individual & Organizational Performance nWorker nWork nWorkplace nPeople nProcesses nEnvironment –Internal & external It considers:

3 3 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 MaterialsMiniaturization Computerization DirectiveCollaborative SkilledUnskilledTechnical Specialization Mixed skillsMulti skilled 1930 Craftsman Inspection 1960 Quality control Quality assurance Total quality

4 4 Work & Workplace Challenges nVirtual nCarried with you nGlobal virtual teams nRequires integrated technology, systems, & equipment nIncreasing span of control over virtual/global workers

5 5 Worker nAging workforce – loss of tacit knowledge nGenerational differences in expectations nIncreasing reliance on foreign workers for math and science skills nContinual need to re-skill or up-skill

6 6 In Response, Organizations Workplace Level Work Level Worker Level Reorganize Plan Introduce initiatives Six sigma Quality Add regulations Make policies Merger Change facilities Re-design jobs Automate Add technology Go to teams Impose standards Re-engineer processes Add performance criteria Develop feedback systems Develop/Train Certify Use incentives

7 7 HPT - Human nIt deals with people in terms of their: –Group norms –Behaviors –Motives –Capability & capacity nIt deals with the organization’s ability to provide people with: –Direction –Feedback –Resources –Incentives

8 8 HPT - Performance nPerformance 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

9 9 HPT - A Technology nIt is: –Systemic – considers environmental context & constraints –Systematic – applies rules, principles, & heuristics –Scientific – involves discovery, hypothesis, data, experimentation, and validation

10 10 The Performance Improvement Process nStart with the end in mind nGet your measures – baseline nIdentify the goal state & metrics + leading indicators nDiagnose before prescribing nConsider sustainability nManage the implementation nMeasure along the way & celebrate

11 11 Case Example nNow tell a story to illustrate the ideas shared to this point nThe 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

12 12 Case Example nThe request: –90-minute webinar on how to motivate employees –Attendance is required nThe audience –Top 100 executives including the CEO, CFO, CIO, CLO, and all EVPs –From Europe, Asia, and the Americas

13 13 Heuristic - Discovery nInterviewed 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

14 14 Heuristic - Validation nInterviewed Medical Director and medical claims representative re health related costs nInterviewed HR re retention, turnover, absenteeism nLearned (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

15 15 The Goal - Results nNo suicides nFewer health claims nLower health insurance costs nLess absenteeism, tardiness, & turnover

16 16 Heuristic - Hypothesis nGroup 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

17 17 The Design Requirements nChange 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) nMake the cost of current behavior explicit nMake leadership accountable for health & retention costs nPublicize participation and track interim results to sustain engagement

18 18 Heuristic - Solution nSeries 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 nPublicizing participation through self-report at quarterly executive meetings – appeal to ego and one-up-man ship

19 19 Heuristic – Success Metrics nAdoption 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 nSuccess measures by correlating adoption with: –Number of disability claims, early retirements, absences due to health –Turnover or retention of key talent –Health insurance costs

20 20 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

21 21 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

22 22 Debrief & Reflection nGiven what you have learned during this segment, what new ideas have emerged for you? nList the specific takeaways and or actions you will consider because of this segment?

23 23 HPT is a Discipline nWe 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

24 24 HPT is a Technology nWe: –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

25 25 HPT is an Attitude nEngagement is key nWe honor the other people’s perspectives nWe get our measures in the beginning nWe trust but verify others’ opinions and data nWe see solutions are vehicles for shaping behavior not ends in and of themselves

26 26 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

27 27 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

28 28 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

29 29 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

30 30 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

31 31 What Distinguishes HPT 5.We work with organizations as open systems: Required Emergent Facilities Technology Resources Competencies Rewards Environment FeedbackCulture

32 32 What Distinguishes HPT 6.We work within constraints –Limited resources –Conflicting goals –Personal peccadilloes and agenda

33 33 Role nOur 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

34 34 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

35 35 Debrief & Reflection nGiven what you have learned during this segment, what new ideas have emerged for you? nList the specific takeaways and or actions you will consider because of this segment?

36 36 Judith A. Hale, Ph.D., CPT Judith is the author of Performance Based Evaluation, Performance-Based Certification, Performance Consultant’s Fieldbook 2 nd 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


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