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.     

Interventions (Solutions) Usage and Expertise in Performance Technology Practice: An Empirical Investigation

Performance technology (PT) is complex, drawing theory from instructional design, organizational development, communications, industrial psychology, and industrial engineering to name a few. The Standards of Performance Technology developed for the certified performance technology designation codified the processes used in the practice of performance improvement. The Human Performance Technology (HPT) Model of the International Society for Performance Improvement illustrates the Standards for the Performance Technology process, including the selection, design, and implementation of appropriate performance interventions. Research exists on specific PT interventions, such as problem solving, feedback, or job analysis. This foundational study considers intervention usage within organizations and the expertise of performance technologists. Findings indicate that years of experience in the field or related field is positively correlated to expertise. Some alignment was found between higher ranked PT expertise and higher ranked intervention usage within those organizations.     

Got tools? Concept map

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 used to facilitate gap analysis, process flow mapping, performance consulting, instructional design, e‐learning, on‐the‐job training, solution design, and performance measurement and evaluation, to name few. We're 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 first submission is a Concept Map submitted by Aaron U. Bolin.     

HPT项目管理:绩效技术人员的工具与技术——对绩效技术项目过程模型的修正与重构整合

绩效技术作为教育技术的拓展,极大的拓宽了教育技术的实践领域。文章论述了绩效技术中的项目管理和项目管理的生命周期,并对权威的绩效技术项目的过程模型进行了修正和重构。在论述了项目的三重约束理论后,文章尝试着创造性的提出了绩效技术的项目管理的整合模型。     

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.     

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.     

绩效技术的范式变迁：走向价值探索

绩效技术的传统范式是一个基于组织消极性、以问题为导向的范式。它通过努力缩短现状绩效和期望绩效之间的差距来实现绩效的改进,但往往由于员工的“习惯性防卫”而阻碍了组织变革的的进程,显露出诸多限制绩效技术进一步深入发展的缺陷。基于社会建构主义和积极心理学的价值探索范式不同于传统的“以问题为中心”的范式,秉持激发员工内在动机、实现其内心对成功渴望的价值取向,注重对组织积极核心的探索,强调集体、持续、共同创造的过程,是一种积极地探索组织“价值和优势”的方法。核心理念的差异使得两种绩效技术范式在理论假设、方法与过程等方面的表现大相径庭。在实践中,绩效改进人员选择积极还是消极的价值取向决定了绩效技术范式的本质差别。当然,价值探索范式为绩效改进带来“整体向阳性”、提供了新视角的同时,我们认为基于积极性的绩效观是对基于消极性的绩效观的补充,而不是取代。这两种范式的结合将为绩效改进提供更完整的图景。     

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.     

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.     

Root causes of errant ordered radiology exams: Results of a needs assessment

A comprehensive needs assessment was conducted at ATA hospital to determine the root causes of a high number of errant radiology orders from requesting physicians. The Human Performance Technology Model, Gilbert's Behavior Engineering Model, and Rummler and Brache's Nine Performance Variables Model guided the needs assessment process. Three solutions were proposed. The development of the long‐term solution, a software utility, has been initiated. The Behavior Engineering Model was used to identify possible solutions to post‐training performance gaps identified during the evaluation.     

A Metaphorical Model for Human Performance

Thermodynamics is a science that models the world by observing changes and makes assumptions based on this approach. The methodology that thermodynamics applies is to model abstract concepts that employ unique techniques for solving problems. Human performance technology (HPT) can be more of a science by bringing together in a similar way a set of fundamental principles, methods, and a model to form an integrated methodology. This article simulates a metaphorical model for human performance based upon the thermodynamic methodology.     

Designing for performance,PART 3: Design,develop, and improve

In this final of three articles on how to design for performance, you will find practical steps and useful tools for developing the performance technologies that make up a performance improvement system. Use these systemic and systematic processes as the starting place in creating performance technologies that achieve the strategic performance objectives of your organization and its partners. Then improve on these processes by customizing them for the specialized Human Performance Technology (HPT) solutions you have selected for your performance improvement efforts.     

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。     

A public sector HPT maturity model

Officials of public organizations with responsibility for embedding Human Performance Technology (HPT) can use the maturity concept as a way to plan implementation and gauge evolution so that it supports broader policy, program, or organizational goals. This article describes such a model, which can help managers decide where to concentrate their efforts and in what priority. Over time, the model may help them make better decisions in using public resources to return the greatest value to taxpayers.     

A Selected Review of the Underpinnings of Ethics for Human Performance Technology Professionals - Part One: Key Ethical Theories and Research

Professionals serving as internal and external consultants, whether as performance technologists, human resource development facilitators, training specialists, organizational development change agents, or quality improvement engineers, are uniquely positioned to influence ethical awareness in the workplace. Understanding the basic underpinnings of ethical theory and empirical research in ethics will give professionals a grounding in the ethical implications of their interventions as they practice their craft. This is especially true for the practice of Human Performance Technology. This article is a review of the basic ethical theory and relevant empirical research. Further, the article serves as a reveille for HPT professionals. They know the systems and strategies of HPT. By examining these in the context of ethics, they may broaden their “vantage points” (Dean 1992b) on these systems and strategies so they can see more precisely how ethical issues influence performance and how what they do can influences the ethical climate of an organization.     

试论基于绩效技术的教师继续教育

绩效技术的应用研究在我国还处于初始阶段,目前比较多地应用在企业组织的人力资源管理和开发上,但是其理论和方法同样适用于教育系统．本文运用绩效技术的理论和方法探索改进教师继续教育效果的途径,阐述了使用哪些操作步骤来提高系统绩效．     

绩效技术的系统观：朗姆勒的理论与实践

系统观是绩效技术整个知识体系的指导原则,系统观也是绩效改进方案在组织中成功实施的关键。绩效技术专家朗姆勒博士正是这样一位秉持系统观,对组织的系统进行层层透视的杰出贡献者。文章在分析了系统观对于绩效技术领域的意义的基础上,分别从朗姆勒的理论和实践两方面介绍他对于绩效技术领域的突出贡献,以期能给与在绩效技术之路上探索的教育技术界同仁些许启发。     

Development Of A Consultation Profile Of Interventions Perceived As Successful By Human Performance Technology Consultants

The purpose of this study was to develop a consultation profile of interventions perceived as successful by internal or external Human Performance Technology consultants. Members of the National Society for Performance and Instruction [The National Society for Performance and Instruction is currently known as the International Society for Performance and Instruction] and the American Society for Training and Development were asked to describe in detail a single intervention which they considered successful in terms of outcomes for both themselves and their clients. The results indicate that the scope of these interventions is not limited to training but includes a broader range of performance improvement interventions. This supports the notion that professionals in the field are undertaking more systemic approaches in their practice. An average of 40% of total project time is allocated to front-end analysis. The projects reported by our respondents also emphasize collaborative decision-making, especially during the front-end analysis phase. Factors most commonly reported as responsible for the success of projects were support from the client, collaboration between team members, and clear definition of expectations.     

Handbook of human performance technology: Principles,practices, potential (3rd ed.) edited by James A. Pershing

James A. Pershing, CPT, PhD, is a professor of education in instructional systems technology and educational inquiry methodology at Indiana University. He is the former editor of the Performance Improvement journal and TechTrends, past director of the International Society for Performance Improvement, and association manager of the Association for Educational Communications and Technology. He is now a consulting reviewer for TechTrends and is editor of the Asia Pacific Cybereducation Journal. The Handbook of Human Performance Technology: Principles, Practices, Potential (3rd ed.; ISBN: 978‐0‐7879‐6530‐0) is published by John Wiley & Sons, Inc. The publisher may be reached online at http://www.pfeiffer.com/WileyCDA/ or contacted at 978–750–8400.