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.     

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.     

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.     

An Optimization of Human Performance Technology Intervention Selection Model: A 360‐Degree Approach to Support Performance

The human performance technology (HPT) model suggests various interventions to meet organizational challenges. While the original model includes a matrix to match an intervention according to a performance analysis, accumulated experience and recent research show that there are several parameters that will influence the validity and effectiveness of the solution. This article offers a 360‐degree approach to support the use of a performance model that helps practitioners to select the proper HPT intervention according to key attributes that influence the solution. Successful implementation, such as target audience characteristics and work processes that are at the heart of organizational needs, are examples of the benefits provided by this approach. The model is based on research conducted by Gal and Nachmias (2011, 2012) concerning performance support solutions success factors in corporate settings. In addition, experiences gained by both authors as they implemented HPT solutions in large organizations are considered.     

New metacognitive model for human performance technology

Addressing metacognitive functions has been shown to improve performance at the individual, team, group, and organizational levels. Metacognition is beginning to surface as an added cognate discipline for the field of human performance technology (HPT). Advances from research in the fields of cognition and metacognition offer a place for HPT to expand its theoretical base. This article summarizes current theories of metacognition and presents a new metacognitive model for HPT.     

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.     

Performance improvement/HPT model: Guiding the process

This commentary is part of an ongoing dialogue that began in the October 2011 special issue of Performance Improvement—Exploring a Universal Performance Model for HPT: Notes From the Field. The authors feel that the performance improvement/HPT model in its past, present, and potential future iterations is not the only model for our field; however, it makes a systematic and flexible contribution to the field.     

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.     

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.     

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.     

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.     

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).     

A new blueprint for powerful and authentic personal branding

A strong personal brand is an important asset in today's online, virtual, and individual age. As a human performance technology (HPT) professional, you should take control of your brand and the message it sends. This article introduces an authentic personal branding model that will help HPT professionals build an effective personal brand that they can project in everything they do.     

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.     

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.     

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.     

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.