human performance technology hpt

Human Performance Technology

HPT

An Overview

Human Performance Technology

The best way to predict the future is to help design it”

Peter F. Drucker

The Role of Training in World Class Organization

• Assume a responsibility for Performance

• Focus on Return On Investment not volume

metrics

• Partner with the Line Organization

• Pro-active Performance Problem Solvers

The Performance GapThe Performance Gap

Percentage of companies indicating problems in obtaining high performance from work force

Serious problem - 43%

Problem - 55%

No problem - 2%Closing the Human Performance Gap

The Conference Board 1994

0% 10% 20% 30% 40% 50% 60%

17%

22%23%

28%

37%

60%High Individual Stress LevelsHigh Individual Stress Levels

Fear of Failure or PunishmentFear of Failure or Punishment

Inability to Envision Successful OutcomesInability to Envision Successful Outcomes

Lack of or Poor Company-Sponsored TrainingLack of or Poor Company-Sponsored Training

Inability to Concentrate on Task at HandInability to Concentrate on Task at Hand

Low Worker Self-EsteemLow Worker Self-Esteem

Low CompensationLow Compensation

Poor or Insufficient Performance FeedbackPoor or Insufficient Performance Feedback

40%39%

Lack of Clear Individual GoalsLack of Clear Individual Goals

Reward Not Performance BasedReward Not Performance Based 31%Poor Performance RewardedPoor Performance Rewarded 31%

No Career PlanningNo Career Planning

14%

9%8%

Closing the Human Performance Gap

The Conference Board 1994

Primary Causes for Low PerformancePrimary Causes for Low Performance

No Performance StandardsNo Performance Standards

Performance Impact on Business

Degree ofCompetence

% of Work Force

Minimal Standard Exemplary

Performance Improvement Potential

Degree ofCompetence

% of Work Force

Minimal Standard Exemplary

Human Performance Technology Rules for Managing People

• Founded in the behavioral sciences... Human Performance Technology (HPT) provides managers with a tested set of rules for managing people.

• HPT addresses the two major factors in managing people INFORMATION and INCENTIVE.

What is HPT?

• Modern behavioral science applied to the workplace.

• An engineering approach to managing people.

• A “Technology” based upon a set of rules.

• It is THE way to manage people

Edge Above

• A means to assure a high performance workforce• We need to be able to

– Assures the ongoing relevance of training to the business needs of the organization.

– Positions training as an operations resource to the line manager.

– Tie trainers and their customers together

• Provides a common focus on improved individual or group performance.

• Assures congruence between training and the business operating units..

What is HPT...

• NOT, just another fad...• NOT, a programmatic solution...• A unique blend of bottom-line line business

acumen and individualistic, self-interested common-sense.

• Not an art, but a rules based scientific and engineering approach to managing people in the workplace.

Where Did HPT Come From...?

• Harvard University early 60’s– Skinner, Gilbert, Harless

– Behavioral Science Labs

– Did the original science

• Praxis Consulting– Rummler, Gilbert– Turned science into a practical engineering

method

What Gilbert Did

• Applied proven behavioral principles to the world of work.– Six dimensions– The objective - PROFIT!– Focus on Accomplishment not Behavior

• Recognized the basic American motivational driver...enlightened self-interest!

• Established a practical set of rules for management.

Attributes of HPT (#1)

• HPT is systematic – It is organized, rigorous, and applied in a methodical manner. Procedures exists that permit practitioners to identify performance gaps (problems or opportunities), characterize these in measurable or observable ways, analyze them, select suitable interventions, and apply these in a controlled an monitored manner.

Attributes of HPT (#2)

• HPT is systemic – It perceives identified human performance gaps as elements of systems, which in turn interface with other systems. It rejects accepting apparent causes and solutions without also examining other facets of the system. Performance is seen as the result of a number of influencing variables (selection, training, feedback, resources, management support, incentives, task interference), all of which must be analyzed before appropriate, cost-effective interventions are selected and deployed.

Attributes of HPT (#3)

• HPT is grounded in scientifically derived theories and the best empirical evidence available – It seeks to achieve desired human performance through means that have been derived from scientific research, when possible, or from documented evidence, when not. It rejects enthusiastic, unsubstantiated interventions that cannot demonstrate firm theoretical foundations or valid performance results. HPT is open to new ideas and potentially valuable methods or interventions. It requires, however, that these offer systematically organized evidence to support their potential value.

Attributes of HPT (#4)

• HPT is open to all means, methods, and media – It it not limited by a set of resources of technologies that it must apply. On the contrary, human performance technology is constantly searching for the most effective and efficient ways to obtain results at the least cost..

Attributes of HPT (#5)

• HPT is focused on achievements that human performers and the system value. – It seeks bottom-line results – or as Gilbert (1978) characterizes these, valuable accomplishments, “worthy performance.” The focus is not on behavior or on one-sided winning. HPT has worthy performance as its aim, as perceived by both the performer and the organization in which she or he performs.

Summary of Attributes

• HPT is an engineering approach to attaining desired accomplishments from human performance.

• HP technologist are those who adopt a systems view of performance gaps, systematically analysis both gap and system and design cost-effective interventions that are based on analysis data, scientific knowledge and documented precedents, or order to close the gap in the most desirable manner.

HPT Benefits

Benefits:

• Language compatible with language of organizational decision makers.

• HPT provide map for working through performance situations in complicated organizational settings.

• Process ensures analysis is completed BEFORE reaching conclusions.

HPT Approach

• Problems and opportunities are analyzed on three levels:

– Organization

– Process

– Performance

HPT Approach

The Leisurely Theorems

Human competence is a function of worthy performance(W), which is a function of the ratio of valuable Accomplishment (A) to costly Behaviour (B)

...or, W=A

B

Corollaries of the Theorem

1. Performance has two aspects (A) Accomplishment and (B) Behaviour

2. Small changes in Behaviour can bring about great changes in Accomplishment.

then W = AB

= VC

Measures of ACCOMPLISHMENT Measures of BEHAVIOUR

HPT Concept: Behaviour vs. Accomplishment

• Behaviour– the activities we engage

in– what we see people

doing

– difficult to manage

– time consuming tomanage

• Accomplishment– the outcomes of the

activities– what remains when

everyone has left– easy to manage if

measurement is wellthought out

– allows management tofocus on deficientaccomplishments only

The Six Dimensions of Performance

• Information

• Tools/Resources

• Incentive

• Skills/Knowledge

• Capacity

• Motivation

The Six Cell Performance Engineering Model

1 Information 2 Tools/Resources 3 Incentive

4 Skill/Knowledge 5 Capacity 6 Motivation

The Six Cell Performance Engineering Model

1 Information 2 Tools/Resources 3 Incentive

4 Skill/Knowledge 5 Capacity 6 Motivation

Management

Performer

The Six Cell Performance Engineering Model

1 Information 2 Tools/Resources 3 Incentive

4 Skill/Knowledge 5 Capacity 6 Motivation

Directional

Confirmational

Hand

Mind

Monetary

Barriers

Psychomotor

Cognitive

Physical

Intellectual

Survival

Values

Method II

Identify problem or opportunity.

• Identify the problem or opportunity and determine the project’s scope.

– A problem is defined as a gap between desired and actual performance.

– An opportunity occurs when current performance is meeting standards, but there is a chance for improvement by expanding or making other changes.

Analyze problem or opportunity.

• Organizational Level Objectives

1.Develop systems picture of organization, showing how various functions and processes are related.

2.Analyze performance data to identify gaps and name critical processes.

Analyze problem or opportunity.

• Process Level Objectives

1.Identify process steps that are not being performed properly.

2.Determine actions required to improve operation of the processes.

3.Identify the jobs that are crucial to the successful operation of the processes and need further analysis.

Analyze problem or opportunity.

• Performer Level Objectives

– Identify the appropriate corrective actions to improve job outputs.

Design or develop appropriate intervention.

• Design and develop recommended changes and treatments that were specified in the analysis step. Examples include:

– Modifying organizational strategy

– Redesigning processes

– Redesigning jobs

– Designing new measurement system

– Designing new performance management system

– Designing/updating training

Implement and maintain.

• Successfully implement and maintain the various solutions.

– Keys:

• Planning the sequence of implementation.

• Top management's support.

Evaluate.

• Gather data on performance to assess whether the treatment(s) is producing the desired results.1. If treatment is successful, then tracking

continues as part of ongoing management.

OR

2. Performance/evaluation data provides additional insight into changes required; treatment is altered/changed and reevaluated.

Interventions

Source: Dean R. Spitzer, The Design and Development of High Impact Interventions (Chapter 9, Handbook Human Performance Technology).

Performance Centered Solutions

IntegratedIntegratedLinkedLinkedExternalExternal

Comprehensive Solutions UsingPerformance Centered Design

Increased PowerIncreased Time

Peers

Hotlines

CBTTutorials

Help Wizards

Coaches

AdvisorsLanguage

Metaphor

Task Sequencing

Reference

Courses

User Interface

RulesLogic

Courtesy of Ariel PCS, 1999. Copyright .

Performance Centered Design

Source: Gloria Gery, Performance Support Conference (1998), Weaving Together the Richness of Our Experience (presentation).

Performance Centered Design

Source: Gloria Gery, Performance Support Conference (1998), Weaving Together the Richness of Our Experience (presentation).

A Case Study

KG PCS

Source:INSYS 551Sangchul Oh

Background– The KG PCS sells cellular phones and maintains

telecommunication services– The organization of this company consists of an executive

manager, managers of sales, manufacture, and engineering departments. Also there are product manager group which coordinates the product process.

– Engineering department coordinates job process and develops new product. Commercial department takes sales order.

– The product managers coordinate this workflow and they help to produce and sale.

Company Biography

• Profile– The KG PCS is an affiliate of the KG Group. The

capital of the company is US$700 million. The KG PCS was established in 1996.

– The number of cellular phone service subscribers is 2 million at present.

– The company wants to promote its enhanced cellular phone services.

Company Biography

• Vision Statement– The KG PCS seeks to enhance the company's productivity

by improving their job skills. Also the KG PCS seeks to establish an exclusive relationship with PCS subscribers. To do this, the KG PCS set the vision like below:To lead next-generation technological development To seek joint growth with manufacturers To support and foster the growth of small and medium-size

businesses To provide universal services

Company Biography

• Mission Statement– The goal of the KG PCS is to provide the

subscribers nation wide and quality service. To do this, the KG PCS set the mission like below:Nationwide service coverageSuperior call qualityMost competitive price plansVariety and exclusiveness of value added servicesUser friendly service provider

Company Biography

• Value Statement– The KG PCS defines its value by the firm commitment to

customer satisfaction.

• Aims and goalsTo accomplish welfare telecommunication.To raise the international competitiveness to a world class

levelTo gain new customers by enhancing service.To increase the sales with high profit

Problem– The role of product manager is to coordinate the

tasks that are divided into three departments.– As economy was recovered, the sales order was

increased rapidly. Product managers asked the manufacturing department to product the sales order as much as the commercial department took.

– The amount was beyond the capacity of manufacturing department. So manufacturing department could not produce the amount on due date. It leaded to loss of a lot of money in KG PCS.

Intervention• Data

– Provide product managers with information about market analysis. Actual records help them forecast the appropriate amount of product

• Incentives– Provide them authority to control the departments.

The product managers will be confident of their jobs if they aware that they have the right to control each department.

• Knowledge– Provide them decision making simulation system

to practice forecasting future market trends. Provide them job aids about their coordination and investigation skills

• Capacity– Select product managers who have long

experience related to the task.

Intervention

• Motives– Provide them with chance to promote in

accordance with their task results.

Intervention

• At the policy level• mission

– provide the superior quality service to the customers

• The role of product managers– is to coordinate each department’ needs and to match the

sales orders with the amount of the manufacturing product.

• The lack of real data– caused the product managers not to match the sales order with

the amount of the product.

– So a great deal of sales loss happened.

Intervention

• The problem can be solved if the product manager have the actual data to analyze the current market trends. Also the training program is needed.

Intervention

– At the strategy level • provide the product manager proper information on

inventory management

• They don’t have any accountability for their work. They don’t have experiences in the area. It is because most of the selected are from many other departments. They don’t have sufficient careers in the coordinate fields.

• They need more affluent resources to manage and coordinate the inventory systems.

Intervention

• Tactical level • The product managers are lack of confidence because

the company does not provide them authority to control the product process.

• They do not believe that they can coordinate several departments because they have not possessed the right to control each department.

• Provide them authority to control the departments. The product managers will be confident of their jobs if they aware that they have the right to control each department.

Intervention

Source:INSYS 551

Sangchul Oh

End of Case Study

HPT Challenges

Challenges:

• Management typically searches for a quick fix and prefer simple answers and simple solutions.

• Management appears to need changes and improvements to be packaged and conveyed as a "program"; HP treatments seldom fit neatly into a "program".

HPT Approach

• Let’s take our first example again. Wearing your HPT : – What would be your approach to this scenario?– What intervention(s) would you likely

recommend?• An outside organization is contracted to help market

and sell your company’s products. The contractor is not familiar with the products. The internal marketing organization has come to us with a request to develop sales training for this contractor. Since our services are often undersold in contracts, we see this as opportunity to help the company and our department.

Current Approach & HPT

• Let’s compare/contrast our current approach and the HPT approach– How are they similar?– How are they different?

OrganizationalMission, Strategy &

Goals

Actual State ofWorkforce

Performance

Work, Organizational,and Competitive

Environment

DesiredWorkforce

Performance

Gap

Lack of:•Consequences, Incentives and Rewards•Data, Information and Feedback•Environmental Support, Resources and Tools•Individual Capacity•Motives and Expectations•Skills and Knowledge

Appraisal SystemsCareer Development

CoachingCulture ChangeCompensationDocumentationEnvironmental

FactorsHealth/Wellness

Information SystemsJob Aids

Job/Work DesignLeadership

Organizational Design

Performance SupportStaffing

SupervisionTeam Building

Training & Educationand others

EvaluationImplementation andChange Management

Performance Analysis

Cause Analysis

InterventionSelections and Design

Blount (1980) Says:

• “I believe that the untapped and unapplied proven potential for improvement in our business, in our people, in our products, in our service, in our customer relations through human performance technology is absolutely awesome.”

Jalasayanan@lycos.co.uk

Thanks for being with me today!

Improved human performance can result in dramatic increases in productivity and worker’s satisfaction.

Go for it.