Introduction to Human Performance Technology

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Introduction to Human Performance Technology

• Put the facilitators name here
• Put ISPI contact here
• Judy_at_ispi.org

 
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HPT is the discipline of Improving Individual
Organizational Performance
It considers

• People
• Processes
• Environment
• Internal external

• Worker
• Work
• Workplace

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Work Workplace ChallengesArt Isaacs
Products systems
Increasing Complexity
Simple Stand alone
Systems New Materials
Miniaturization Computerization
Workers contractors
Increasing Diversity
Skilled
Unskilled
Technical Specialization
Mixed skills
Multi skilled
Government supplier customer
Increasing Interface
Directive
Collaborative
Quality approach
Increasing Quality
1930 Craftsman
1940-1950 Inspection
1960 Quality control
1970-1980 Quality assurance
1990-200 Total quality
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Work Workplace Challenges

• Virtual
• Carried with you
• Global virtual teams
• Requires integrated technology, systems,
  equipment
• Increasing span of control over virtual/global
  workers

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Worker

• Aging workforce loss of tacit knowledge
• Generational differences in expectations
• Increasing reliance on foreign workers for math
  and science skills
• Continual need to re-skill or up-skill

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In Response, Organizations
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HPT - Human

• It deals with people in terms of their
• Group norms
• Behaviors
• Motives
• Capability capacity
• It deals with the organizations ability to
  provide people with
• Direction
• Feedback
• Resources
• Incentives

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HPT - Performance

• Performance 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

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HPT - A Technology

• It is
• Systemic considers environmental context
  constraints
• Systematic applies rules, principles,
  heuristics
• Scientific involves discovery, hypothesis,
  data, experimentation, and validation

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The Performance Improvement Process

• Start with the end in mind
• Get your measures baseline
• Identify the goal state metrics leading
  indicators
• Diagnose before prescribing
• Consider sustainability
• Manage the implementation
• Measure along the way celebrate

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Case Example

• Now tell a story to illustrate the ideas shared
  to this point
• The 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

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Case Example

• The request
• 90-minute webinar on how to motivate employees
• Attendance is required
• The audience
• Top 100 executives including the CEO, CFO, CIO,
  CLO, and all EVPs
• From Europe, Asia, and the Americas

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Heuristic - Discovery

• Interviewed 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 630am, 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

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Heuristic - Validation

• Interviewed Medical Director and medical claims
  representative re health related costs
• Interviewed HR re retention, turnover,
  absenteeism
• Learned (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

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The Goal - Results

• No suicides
• Fewer health claims
• Lower health insurance costs
• Less absenteeism, tardiness, turnover

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Heuristic - Hypothesis

• Group norms by Executives encouraged
• Poor planning
• Disrespect
• Masochism/sadism
• Do it yourself, dont trust others
• Selfishness
• Absence of priorities
• Me first, I dont care about you

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The Design Requirements

• Change group norms of leaders
• Appeal to ego and peer pressure
• Make public whos playing nice and who is not
• Engage groups leaders (model new behaviors)
• Make the cost of current behavior explicit
• Make leadership accountable for health
  retention costs
• Publicize participation and track interim results
  to sustain engagement

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Heuristic - Solution

• Series 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
  peoples 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
• Publicizing participation through self-report at
  quarterly executive meetings appeal to ego and
  one-up-man ship

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Heuristic Success Metrics

• Adoption 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
• Success measures by correlating adoption with
• Number of disability claims, early retirements,
  absences due to health
• Turnover or retention of key talent
• Health insurance costs

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Case Summary
Needs Assessment - Discovery
Suicides, retention, disability due to stress,
pre-mature retirement
Cause Analysis
Irresponsible anagement practices
Identified need for new protocols
Developed protocols (solution)
Program Measures
Conducted awareness sessions, used shame peer
pressure
Baselines
Healthcare costs, lost days, retention
Rate of adoption Personal goals w/ measures
Measure leading indicators
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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
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Debrief Reflection

• Given what you have learned during this segment,
  what new ideas have emerged for you?
• List the specific takeaways and or actions you
  will consider because of this segment?

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HPT is a Discipline

• We 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

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HPT is a Technology

• We
• 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

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HPT is an Attitude

• Engagement is key
• We honor the other peoples perspectives
• We get our measures in the beginning
• We trust but verify others opinions and data
• We see solutions are vehicles for shaping
  behavior not ends in and of themselves

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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

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What Distinguishes HPT

• 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

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What Distinguishes HPT

• 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
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What Distinguishes HPT

• 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

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What Distinguishes HPT

• 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

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What Distinguishes HPT

• We work with organizations as open systems

Technology
Facilities
Environment
Feedback
Culture
Required
Emergent
Resources
Rewards
Competencies
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What Distinguishes HPT

• We work within constraints
• Limited resources
• Conflicting goals
• Personal peccadilloes and agenda

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Role

• Our 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

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The Big 5

• Keep the results in mind everything has a
  purpose, even things that are dysfunctional
• Think systems a direct line is not always the
  shortest route
• Partner or collaborate - earn peoples trust,
  give away the glory
• Add value build your bank account
• Be data drives - trust but verify as people tell
  the truth based on what they know or have
  experienced

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Debrief Reflection

• Given what you have learned during this segment,
  what new ideas have emerged for you?
• List the specific takeaways and or actions you
  will consider because of this segment?

36
Judith A. Hale, Ph.D., CPT

• Judith is the author of Performance Based
  Evaluation,
• Performance-Based Certification, Performance
• Consultants Fieldbook 2nd 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.
• Haleassoci_at_aol.com
• 630-427-1304