Why Doers Do—Part 3: External‐Intangible Elements of Human Performance

The externality‐tangibility model of human performance is a human performance technology (HPT) model that categorizes nine all‐inclusive elements of HPT into families of elements that can be external or internal to a performer and tangible or intangible. This third of three installments looks at the two factors that are external to a performer and are intangible: management and leadership. Applying the externality‐tangibility model consistently entails a six‐step process. There are limits to the externality‐tangibility model because it is focused on human performance and not on other factors of organization performance.     

WHY DOERS DO—PART 2: EXTERNAL‐TANGIBLE ELEMENTS OF HUMAN PERFORMANCE

The externality‐tangibility (E‐T) model of human performance is a human performance technology (HPT) model that categorizes nine all‐inclusive elements of HPT into families of elements that can be external or internal to a performer and tangible or intangible. This second of three installments looks at the five factors that are external to a performer and are tangible: tools, environment, incentives, information, and job aids.     

Got tools?: Modified six‐box model

The International Society for Performance Improvement's journal Performance Improvement has invited readers to submit human performance technology (HPT) tools for publication. These can include ready‐to‐use job aids or tools and templates that can be used to facilitate activities such as gap analysis, process flow mapping, performance consulting, instructional design, e‐learning, on‐the‐job training, solution design, and performance measurement and evaluation, to name a few. We are looking for a variety of instruments that are consistent with the principles of HPT, have broad appeal, and are applicable to a variety of workplace situations. In all cases, tools should focus on adding value to individual, team, or organizational performance. Our submission this month is from Aaron U. Bolin, CPT, PhD, of the U.S. Navy Human Performance Center.     

HPT as a manager's tool for analyzing individual employee performance

Typically the human performance technology (HPT) process is regarded as a tool for use when analyzing performance gaps in functional or larger organizational units. This case study demonstrates the application of the HPT process in a one‐to‐one relationship between a manager and a direct report. Specifically, the process is used to analyze the cause of the gap between an employee's exhibited performance and the desired performance.     

Why Doers Do—Part 1: Internal Elements of Human Performance

The externality‐tangibility (E‐T) model of human performance is a human performance technology (HPT) model that categorizes nine all‐inclusive elements of HPT into families of elements that can be external or internal to a performer and tangible or intangible. This first installment of three looks at the internal factors: talents and skills or knowledge.     

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.     

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.     

Current status,future trends,and issues in human performance technology,part 2: Models,influential disciplines,and research and development

In this second part of a two‐part series, a panel of experts indicated that human performance technology (HPT) research is being adequately conducted but not properly used in practice. They stressed a need for more applied research and more extensive use of case studies. They also provided their perspectives about the influences of other fields on HPT, suggesting the need for HPT to align more closely with other disciplines that address issues of human and organizational performance.     

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.     

Patterns of Performance

Complex human interactions involve more than just performance toward pre‐determined goals. For this reason, systems that measure and seek to improve performance must adapt to a wide range of ever‐changing patterns of individual and group behavior. Historically, HPT professionals have recognized these complexities and responded in a variety of ways. This article uses a case study of community change to explore principles from human systems dynamics (HSD), an emerging field of theory and practice that explores the intersection between nonlinear dynamics and the wide range of social sciences. Given that human performance technology (HPT) draws methods and measures from a variety of disciplines to solve problems and pursue opportunities to improve, HSD and HPT could be mutually informing. The case study and analytical model described in this article draw metaphorically from the nonlinear dynamical concept of attractor patterns. Patterns are recognized, and their influences on performance are explored. Each of the patterns captures options for action to observe, measure, evaluate, and intervene in human systems to improve performance.     

Theory development and convergence of human resource fields: Implications for human performance technology

This study examines major theory developments in human resource (HR) fields and discusses implications for human performance technology (HPT). Differentiated HR fields are converging to improve organizational performance through knowledge‐based innovations. Ruona and Gibson (2004) made a similar observation and analyzed the historical evolution and convergence of three HR‐related fields: human resource management (HRM), human resource development (HRD), and organization development (OD). A field left out in their analysis is HPT. Many learning professionals recognize HPT as a more comprehensive approach to improving organizational performance issues (Molenda & Pershing, 2008; Pershing, 2006). However, little research has been done to advance the theory development of HPT and discuss its relationships within HR fields. This study adds a new perspective to that of Ruona and Gibson's historical analysis of HR fields by examining convergence issues from a theory development perspective.     

S7-200 PLC与Smart Panel在油田注汽站监控系统中的应用

本文利用S7—200 PLC与Smart Panel构成SCADA系统,对油田注汽站进行实时数据采集与控制;阐述了设备工艺控制要求、系统的硬件配置与选型、软件编程与组态设计、系统调试等;经测试,运行稳定,性能良好。     

Successfully using HPT internationally: An international performance model

This article introduces a new international model that focuses on culture while including familiar elements of human performance technology (HPT). HPT adaptation for cultural differences is an essential part of our profession. We must be sensitive and flexible to succeed in an ever‐changing global environment.     

Application of data collection techniques by human performance technology practitioners

By content‐analyzing 22 published cases from a variety of professional and academic books and journals, this study examines the status quo of human performance technology (HPT) practitioners' application of five major data collection techniques in their everyday work: questionnaire, interview, focus group, observation, and document collection. The result shows that Analysis and Evaluation phases have the most frequent application of data collection techniques by HPT practitioners. It also shows that during application, HPT practitioners usually apply more than one technique to collect data, and they collect data from more than one source. Information in the cases is limited regarding the rigor of using the various data collection techniques. Limitations of the study are discussed and future study has been suggested.     

E‐Learning Ain't Performance: Reviving HPT in an Era of Agile and Lean

Not all instructional design models are fully integrated into the HPT practice. Some of these processes such as the successive approximation model (SAM) and the lot like Agile methods approach (LLAMA) are the outgrowth of Agile processes for instructional design. The major design processes are often assumed to be competitive; that is, one model is better than the other. However, most Agile instructional design processes assume that the most ubiquitous performance solution is e‐learning, hence the direct integration of Agile processes. Therefore, instead of thinking about design models, we think about instructional methods and solutions over human performance technology (HPT). These methods are all equal until one understands the conditions or the context of the instructional or performance problem. We recommend designers reverse engineer the Agile instructional systems design process by using a rapid performance analysis method that quickly pinpoints and confirms the performance problem(s).     

The backyard human performance technologist: Applying the development research methodology to develop and validate a new instructional design framework

Development research methodology (DRM) has been recommended as a viable research approach to expand the practice‐to‐theory/theory‐to‐practice literature that human performance technology (HPT) practitioners can integrate into the day‐to‐day work flow they already use to develop instructional products. However, little has been written about how it can be applied in a workplace setting to allow HPT practitioners to consider this research approach for adoption into their own activities. This article provides a real‐world application of the DRM to help close this literature gap. After providing background information to establish the case context, the article presents an overview of how this research approach was applied to an effort to develop and validate a new instructional design framework for potentially training National Aeronautics and Space Administration (NASA) astronauts for deep space exploration missions. The result of this case indicates that this research methodology provides a viable approach that HPT practitioners can integrate into their current practices to provide a practice‐based research baseline to contribute to the practice‐to‐theory/theory‐to‐practice literature.     

Comparison of 3D reconstructive technologies used for morphometric research and the translation of knowledge using a decision matrix

The use of three‐dimensional (3D) models for education, pre‐operative assessment, presurgical planning, and measurement have become more prevalent. With the increase in prevalence of 3D models there has also been an increase in 3D reconstructive software programs that are used to create these models. These software programs differ in reconstruction concepts, operating system requirements, user features, cost, and no one program has emerged as the standard. The purpose of this study was to conduct a systematic comparison of three widely available 3D reconstructive software programs, Amira^®, OsiriX, and Mimics^®, with respect to the software's ability to be used in two broad themes: morphometric research and education to translate morphological knowledge. Cost, system requirements, and inherent features of each program were compared. A novel concept selection tool, a decision matrix, was used to objectify comparisons of usability of the interface, quality of the output, and efficiency of the tools. Findings indicate that Mimics was the best‐suited program for construction of 3D anatomical models and morphometric analysis, but for creating a learning tool the results were less clear. OsiriX was very user‐friendly; however, it had limited capabilities. Conversely, although Amira had endless potential and could create complex dynamic videos, it had a challenging interface. These results provide a resource for morphometric researchers and educators to assist the selection of appropriate reconstruction programs when starting a new 3D modeling project. Anat Sci Educ 6: 393–403. © 2013 American Association of Anatomists.     

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.     

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.     

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.