What Do HPT Consultants Do for Performance Analysis?

This study was conducted to contribute to the field of Human Performance Technology (HPT) through the validation of the performance analysis process of the International Society for Performance Improvement (ISPI) HPT model, the most representative and frequently utilized process model in the HPT field. The study was conducted using content analysis as the research methodology to investigate thirty HPT business cases. The findings in this research indicate that the detailed processes and components as depicted in the performance analysis process in the ISPI HPT model were not fully present in the HPT business cases. Actual processes used in the business cases to identify performance gaps differed in part from the model. In addition, the procedure of analysis in the model is depicted as a logical sequence and in the cases is an actual sequence. In addition, the refined performance analysis process is proposed based on the research findings.     

Human Performance Technology and Knowledge Management: A Case Study

ABSTRACT As organizations respond to competitive environments and strive to enhance performance, knowledge management (KM) has increasingly become a strategic activity. A KM strategy entails consciously helping people share and put knowledge into action. A key challenge is how to develop and implement KM solutions that provide performance support to knowledge workers and seamlessly integrate KM into business processes. We propose that human performance technology (HPT) provides a systematic framework to help guide KM initiatives. Specifically, HPT provides a holistic view of a knowledge worker's performance environment by considering the complex interdependencies between the organizational context, business processes, and individual performers. Via a case study, we describe and illustrate how HPT guided one organization in its journey to identify the content and structure to best support performance and manage knowledge in a core business process. Based on the case study, we offer lessons for other firms on how HPT can be used to guide KM initiatives.     

A Call to Action: Gain a Seat at Decision Tables

No matter how much HPT practitioners improve human performance, we are not granted enough invitations to serve as tactical and strategic decision makers. Many “earning” decision makers such as financial experts regard HPT professionals as no more than operational‐level learning professionals. Therefore, HPT practitioners cannot rely on current decision makers to initiate a call for increased respect for the HPT industry. However, there is a contingent of HPT practitioners known as business‐entity performance technologists (BEP Techs) who serve as HPT activists by obtaining influential roles in decision processes. Their goals are to influence decision makers, become decision makers, support decision makers, and challenge decision makers from other industries to respect HPT practitioners as more than just learning professionals. To do this, they focus more on the improvement of business‐entity performance than on human performance. They seek to obtain respect for the HPT industry as both learning and earning professionals.     

ASQ and ISPI: Mutual Opportunities for Influencing Global Performance

To help organizations get closer to their value objectives, a number of approaches and fields of practice have been developed. Two fields common in today's business environment are human performance technology (HPT) and quality. The recent publication of the Global State of Quality Research: Discoveries 2013 by the American Society for Quality provides customer‐ and practitioner‐related data and offers an opportunity to link the purposes, philosophies, research, and practices of quality and HPT.     

Innovation and Performance Improvement Integration

G2000's HR Execution Excellence—Retail Attendance System was one of the innovative projects to receive the ISPI Award of Excellence in 2016. It is a continuous improvement project that applies the concept of holistic human performance improvement using an ISPI human performance technology (HPT) model (ISPI, 2012) to streamline the front‐end and back‐end processes of our Retail Attendance System. As a result, it leads us to achieve one of our business goals: employment regulatory compliance. In our case, the project team was tasked with seeking solutions to ensure that the payroll process for retail staff could be performed accurately and in a timely manner. After applying the HPT model to conduct the gap analysis and identify the causes or factors that were limiting our performance, we integrated the concept of human‐centered design approach at the solution‐design phase of the project, to lead us to innovative solutions.     

The HPT model applied to a kayak company's registration process

This case study describes the step‐by‐step application of the traditional human performance technology (HPT) model at a premier kayak company located on the coast of North Carolina. The HPT model was applied to address lost revenues related to three specific business issues: misinformed customers, dissatisfied customers, and guides not showing up for tours or lessons at the kayak company. The case study includes problem statements, organizational analysis, environmental analysis, gap analysis, cause analysis, and proposed interventions.     

Training Older Workers: Implications for HRD/HPT Professionals

In corporations across America, a race is on to find new ways to maximize human capital. An emphasis on lifelong learning will be vital for the success of our future workforce. As demographic shifts occur, the “older worker” will emerge as a primary target for this human development effort. This article explores the implications of this demographic shift for the human resource development and human performance technology (HRD/HPT) professional and recommends strategies for meeting this business need. First, we discuss the realities of this demographic shift and compare our current workforce demographics to those of the future. Next, we examine the common myths about the “older worker,” as well as what current research reports about this special population. Finally, we examine the impact of this trend on our profession. We discuss strategies for modifying the workplace environment, reassessing workforce motivational strategies, and altering training practices in order to serve this older worker population. In conclusion, we look at the implications for the future in HRD/HPT research.     

Synthesizing soft systems methodology and human performance technology

Human performance technology (HPT), like other concepts, models, and frameworks that we use to describe the world in which we live and the way we organize ourselves to accomplish valuable activities, is built from paradigms that were fresh and relevant at the time it was conceived and from the fields of study from which it grew. However, when the frameworks used by practitioners grow out of similar paradigms, important things can be missed when designing solutions in performance environments simply because of their practical limitations and exclusion of issues that may warrant our attention. This article looks at the paradigms most commonly used to explain performance environments, both within HPT and by those from other fields. From this a synthesized approach to solving perceived problems in performance environments is provided that introduces Soft Systems Methodology to the HPT practitioner, an approach built on premises very different from those commonly utilized in HPT frameworks.     

Using strategy maps to prioritize learning and performance improvement agendas

There are best practices that organizations can employ to link their learning initiatives to corporate strategy. Human capital and human performance technology (HPT) professionals need to push their organizations to embrace a performance improvement agenda that is linked to strategy, and organizations need to include a learning representative in the strategic development process. If the human capital or HPT professional and CEO work together toward a common goal, the business can achieve the greatest benefit from learning initiatives.     

Testing elementary and secondary school students’ ability to perform historical perspective taking: the constructing of valid and reliable measure instruments

Historical reasoning competencies play an important role in history education. However, valid and reliable large-scale measurement instruments to assess these competencies are scarce. This study considers two instruments for measuring students’ ability to perform historical perspective taking (HPT) as a historical reasoning competency. The instruments have been tested for validity and reliability among 1,270 Dutch upper elementary and secondary school students, ranging in age from 10 to 17 years. One instrument offers effective validity and reliability and can map HPT performance among a large and heterogeneous student population. The results show that even upper elementary school students are capable of performing HPT. However, as students age, their ability to perform HPT increases. Differences regarding the ability to perform HPT were also found between educational levels. Pre-university students performed HPT more successfully compared to students at lower educational levels. The results of this study can be used to gain insight into the construct of HPT and into how historical reasoning competencies such as HPT can be measured. Furthermore, the results provide insight into how differences between students, such as age and educational levels, influence the performance of HPT.     

Potential knowledge management contributions to human performance technology research and practice

This article considers three aspects of the knowledge management (KM) literature that have the potential to enhance human performance technology (HPT) research and practice. First, we believe the recent attempt by economists to describe and quantify intellectual capital can help HPT to better evaluate and defend organizational expenditures/investments for performance improvement initiatives. Second, the emerging KM literature explores the linkages between information, learning and performance, provides a common point of intersection for our fields, and can enhance our analysis and implementation of information (as opposed to training) solutions as well as inform and expand our conceptual and theoretical understanding. Third, we have observed that both KM and HPT practitioners are increasingly concerned with the learning that takes place outside the confines of traditional formal training environments. We briefly review the electronic performance support systems literature from HPT and KM, noting the similarities in epistemology, design, and interventions. Finally, we highlight the KM research agenda and suggest related opportunities for HPT research.     

Certified Performance Technology in Practice: A View from the Inside

In this article, two internal consultants discuss their adherence to the Human Performance Technology (HPT) principles and standards as they launched a large cross‐functional project in partnership with a business unit and a team of external consultants. As new colleagues in a large telecom company, their reliance on HPT to provide a common framework and language was critical. It also allowed for a rapid onboarding for one of the consultants and a successful partnership for both. They discuss how they leveraged the established structure to align future work to their specific capabilities and expertise.     

An appreciative view of human performance technology

Human performance technology has been successful in resolving organizational issues and prompting a variety of business improvements. Yet there are times when the problem‐ centered approach is not sufficient. Instead, attention to organizational strengths and a focus on creating and building a positive vision for the future represent a better strategy. This article looks at a new variation on the consulting model––HPT: Appreciative Approach.     

Examining the Practice of Human Performance Technology

Despite the fact that Human Performance Technology (HPT) has proved itself as a systemic, systematic process for increasing performance and profitability in organizations, it has not yet been widely adopted. There are several reasons for this. The conditions that must exist for organizations to benefit from all HPT can offer them are lacking. First, few individuals have the knowledge and skill necessary to implement the methods, measures, and models of HPT, and second, those who do seldom have the opportunity and authority to apply HPT where it will most benefit the organization. This article takes a look at such barriers to successful HPT practice, and how they can be overcome. It reports the findings of a survey of academics, internal practitioners, and external consultants who are members of NSPI who were asked to report on what opportunities exist for learning about HPT, where it is practiced in organizations and by whom, and what role management plays in implementing HPT within organizations. The article also suggests ways of addressing the barriers identified.     

美国绩效技术:定位、现状与人才培养——访美国绩效技术领域七学者

绩效技术诞生于20世纪60-70年代美国的教育技术领域,由于其提高组织绩效的独特视角与成效,近年来备受关注。在我国,绩效技术一直是教育技术领域的研究热点。我们引入了一些相关理论,也开始在实践中探索理论的应用,以期将有关理论与方法本土化,从而适合我国实际。为此,深刻理解绩效技术,追踪其在美国的发展现状与趋势对在我国发展绩效技术有着重要的意义。就美国绩效技术领域的现状、发展以及人才培养的有关问题,我们陆续对大洋彼岸的美国绩效技术领域的学者与实践人员,包括托马斯.M.树文、罗杰.考夫曼等七位学者进行了访谈,以期从不同专家的观点中获得对绩效技术更为全面的认识。     

Improving Retail Sales Performance by Integrating HPT with Marketing Strategies

In order to accomplish organizational goals within constraints, marketers need to develop and implement marketing strategies effectively and efficiently. Trainers equipped with human performance technology (HPT) skills and knowledge may contribute substantially to strategy development and implementation and eventually contribute to organizational success. In this article, we demonstrate how HPT improved retail sales performance in an organization in the Chinese telecom industry. The outcomes highlight the benefits of integrating HPT with marketing strategies and the importance of forming partnerships between training staff and marketing professionals.     

What Should Instructional Designers & Technologists Know About Human Performance Technology?

Human performance technology (HPT) is having a significant impact on the field of instructional design and technology (IDT), and many IDT graduate programs now offer training in HPT to their students. However, some IDT programs may be struggling with the extent to which they should incorporate the principles and techniques of HPT into their courses. To provide some determination of which specific skills and competencies in HPT graduates of IDT programs should have, an online survey was administered to 24 IDT faculty members and 45 members of local chapters of the International Society for Performance Improvement and the American Society for Training and Development. Respondents rated the importance of HPT competencies for graduates of IDT programs. Results suggest strong support for the inclusion of HPT concepts in the curricula of IDT graduate programs. Implications of these results for IDT graduate programs, as well as for distinguishing HPT as a field of specialization separate from IDT, are discussed.     

Process Mapping: Tools,Techniques, & Critical Success Factors

Process mapping is both an analytical tool and a process intervention that performance technologists can use to improve human performance by reducing error variance. In contrast to reengineering, process mapping is used for both incremental and radical change. The benefits of process mapping include simplified work flow, reduced cycle time, lowered costs, and improved job satisfaction. Process mapping involves constructing a macro‐map, identifying and prioritizing bottlenecks in the existing process, constructing a micro‐map to identify the root causes of the bottlenecks, and iterative redesign. Several critical success factors include organizational readiness, time commitment by participants, and the availability of a qualified facilitator. HPT practitioners add value to organizations by providing unique competence in task and needs analysis. To succeed in process mapping, however, the HPT professional must also possess sophisticated skills in facilitation as well as business knowledge, self‐confidence, and interpersonal skills for interacting with senior management.     

Research and Theory as Necessary Tools for Organizational Training and Performance Improvement Practitioners

Human Performance Technology (HPT) is the applied study and practice of improving organizational performance through training and non-training interventions. For practitioners working in this area that identify themselves as an HPT practitioner, organizational training and performance (OTP) specialist, or instructional designer—offering the right intervention set requires understanding of how humans work and function internally and within organizations that are bounded by environmental, societal, and economic realities. The HPT field is rooted in a multi-disciplinary knowledge base and has its own models and theories, which are generally developed by practitioners to guide their practice. Because HPT follows a systematic, data-driven process akin to action research, HPT practitioners are applied researchers even if they do not see themselves as such. What we need is more collaboration between scholars, practitioners, professional associations, and businesses to create a culture of engagement and involve everybody in the validation of applied research and theory development.     

Examining the boundaries of HPT through the lens of communities of practice

Despite its existence for over six decades, the practice of human performance technology (HPT) has not been widely accepted within organizations. Varying levels of confusion surround the understanding of HPT, which has been influenced by myriad fields and disciplines. Although HPT is focused on improving performance at the organizational, team, and individual levels, it does not own the practice of performance improvement. The goal of optimal performance across various functions and levels within an organization is not confined to HPT but extends to process improvement, human resource development, organizational development, knowledge management, and several other areas. Therein lies the problem: A lack of consideration about the boundaries that delineates the field has ramifications for both the research on and the practice of HPT. This study examines the domains and disciplines that HPT proponents consider central to the field.