performance technology dr. james j. kirk professor of hrd
TRANSCRIPT
Performance Technology
Dr. James J. Kirk
Professor of HRD
What You Will Learn The definition and nature of performance
technology A simple performance technology model Key differences between traditional
training and performance technology Knowledge, skills, and attitudes needed
for performance consulting Selected performance technology
practices
Performance Technology Defined
There are many definitions of performance. Most describe performance as an action that produces a result that meets a business goal.
This definition, by Joe Harless is an industry standard:
Concept of Performance Technology
Human Performance Technology (HPT) is a relatively new field that has emerged from the coalescing of principles derived from the carefully documented practice of thoughtful behavioral psychologists, instructional technologists, training designers, organizational developers, and various human resource specialists.
Concept of Performance Technology
HPT is a technology that has application to results-driven, productivity-oriented systems. HPT is particularly valuable for business and industry, where organizational purposes and goals are generally clearly defined. HPT is concerned with measurable performance and the structuring of elements within the system to improve performance.
Performance Technicians
Design environments, processes, interfaces, tools and instruction for usability, role preparation, and performance.
Stress front end analysis and systems thinking.
Emphasize reliability (zero variability), and enhancement of human potential.
Value speed, simplicity, stretch, and self-confidence.
Concept of Performance Technology
Performance Technology Seeks To...
Look at human performance from a systemic viewpoint that focuses on processes.
Replace the "normal curve" as a useful model of human accomplishments.
Enhance human performance by reducing variance through design and development.
Systematically (proactively and reactively) reduce the probability of human error.
Performance Technology Has A Process Orientation All human
accomplishment involves a process.
Organized activities involve a series of linked processes.
Linked processes seek goals that provide worth (worth = value - cost).
Performance Technology Has A Process Orientation Worth is optimized when
linked processes are compatible, simple, swift and essential.
Optimization is best achieved by systematically reducing cycle time.
Six Properties Of Performance Technology Proaction is the basis of Performance
Technology. Process orientation, not just goal
orientation. Root causes must be identified. Information is an asset: decisions follow. People are investments, and be seen as
such. Systems must enable ordinary people to
do extraordinary things.
Human Reliability Is A Key Issue Reliability means an individual or
team are available to get the work done.
Availability means they are accomplished (i.e., have required knowledge/skills/attitudes/values).
Human Reliability Is A Key Issue Accomplishment means they work in
an efficient and effective way. Efficiency and effectiveness mean
they do the "right things right" to reach zero defect goal.
Reliability Of Performance
Reliability is concerned with consistency and focus.
Instability, variance, and unreliability in performance are major opportunities.
Reliability focuses on availability. It is the key to productivity.
Simple PerformanceTechnology Model
Performance And Training
Performance technology is changing the work of trainers!
Traditional Training Assumptions
Training (giving employees more skill, knowledge, or ability) is the solution to performance problems.
The goal of training is to give employees more skill, knowledge, or ability.
A training department should deliver the training that customers ask for.
A trainer's most important skill is to deliver training and facilitate learning.
New Assumptions Training is one possible intervention when
there are performance problems. The goal of performance is to meet
organizational performance goals. A performance improvement department
should question whether training is needed.
A performance improver's most important skill is to diagnose performance problems.
Traditional Training Roles
Training needs analysis
Training design Training delivery Evaluation Training
management and coordination
New Roles Performance
analysis/diagnosis Cause analysis Intervention Change
implementation Evaluation and
feedback Project management
Traditional Training MeasuresReaction of participants Capability after training Transfer of learning to job Return on investment
New MeasuresEffect on
performance gap
Achievement of business goal
Traditional Training Tools
Assessment instruments
Instructional design models
Group process The classroom Learning technology Textbooks,
workbooks, and tests
New Tools Organization's
operating plan Strategy statement Process map Templates, models,
matrices for human performance management
Performance support technology
Traditional Customers Of Trainers
The learner The learner's
manager The training
purchaser
New Customers The process
owner The performer The performer's
manager The company's
customers
Areas Of Practice For Today’s Human Resource Developers
Knowledge Requirements For Performance Consulting
Cognitive and Behavioral Science
Communications Ergonomics Information
Technology Measurement
Knowledge Requirements For Performance Consulting
Organizational Development
Psychology Reliability Engineering Systems Theory
Skill Requirements For Performance Consulting
Analytic skills Consulting skills Change
implementation and other intervention skills
Measurement skills
Attitude Requirements For Performance Consulting All employees can and want to perform. All employees are valuable and worthy of
respect and development. Every employee should engage in
continuous self-improvement. There are any number of variables which
can positively or negatively impact a worker's, team's, or organizations performance.
Attitude Requirements For Performance Consulting There is no one quick fix to
performance gaps. The performance coach or consultant
should help their clients to take care of their own performance improvement efforts.
Employees should be given the resources needed to perform at specified levels.
A Performance Consultant Must Be Able To Manage A Performance Improvement Effort
A Performance Consultant Must Be Able To Collect Appropriate Performance Data
A Performance Consultant Works At Various Organization Levels
Performance Consultants Use Performance Maps To
Identify Business Needs (Goals) In Operational Terms
Specify On-The-Job Performance Requirements
Chart Actual On-The-Job Performance Chart Actual Business Performance Analogize Gaps In On-The-Job And
Business Performance
Should
IsIs
Should
Environmental FactorsImpacting Performance
Operation Results On-The-Job Performance
Gap Gap
Causal Linkage
Causal Linkage
A Performance Consultant May Use A 3 X 3 Matrix To Assess Training Needs
Low Requirement BasicRequirement
Key Requirement
ProficientSkill Level
AdequateSkill Level
MinimalSkill Level
A Performance Consultant May Use Work Environment Questionnaires To ....
Identify individual employee, managerial, and organizational factors which positively or negatively affect performance
What You Have Learned
The definition and nature of performance technology
A simple performance technology model Key differences between traditional
training and performance technology Knowledge, skills, and attitudes needed
for performance consulting Selected performance technology
practices