Transcript Performance Analysis - Gunadarma University

Overview:
Human Performance
Technology
(HPT)
Roy Knicley, CPT
About Human Performance Technology…
 What is It?
 Why Do You Do It?
 How Do You Do It?
Common Performance
Expressions
Performance Improvement
is the goal or benefit of
focusing on individual and
organizational change and
business results.
Performance Consulting is
the service or practice of
providing advice,
leadership, support and
direction to the
performance improvement
process.
Rosenberg (1998)
Common Performance
Expressions, continued
• Performance Technology is the process and
tools used to solve human performance problems
or to realize performance improvement
opportunities.
Rosenberg:
(1998)
What is
Human Performance Technology?
HPT is a systematic approach to improving
productivity and competence. It is a set
of methods, procedures, and strategies
for solving problems and seizing
opportunities related to the performance
of people.
ISPI: 2001
Many factors impact individual performance…to
help prescribe the right solution(s), it is important
to identify all of those factors that may affect the
performance problem or opportunity.
Human Performance Technology
Combines 3 Fundamental Processes…
 Performance Analysis
 Cause Analysis
 Intervention Selection and
Implementation
… To Produce these Outcomes
 Analyze observable workplace behavior
 Link behaviors with related environmental
factors
 Determine the causes of both exemplary and
problem behaviors
 Design possible solutions called
interventions
 Monitor and measure the results to
determine the effectiveness of the
implemented interventions
Fundamental Principles of Human
Performance Technology
• Focus on outcomes, results
• Take a system(s) viewpoint
• Add value; focus on the business or
organizational purpose
• Establish partnerships; work collaboratively
Why Apply
Human Performance Technology?
 Identify the “real” reasons why people aren’t
performing as expected
 Match appropriate solutions to performance
problems or opportunities
 Select solutions that are both practical and
cost effective
Human Performance Technology
is Appropriate When ….
 You’ve been asked to implement a training
solution
 You’ve been asked to help with a
performance issue
 You’ve been asked to help in implementing a
change that will have a major impact on a
group of performers
Is Human Performance Technology the
same as Training Needs Assessment?
“The danger in leaping from apparent
problem to apparent solution is that
large amounts of time and money can
be spent in throwing training at a
problem that training cannot solve. You
need to dig a little deeper. That is why a
procedure (like Human Performance
Technology) is important to those who
actually want to solve problems – rather
than just talk about them.”
Robert F. Mager
Components of Rummler’s
Human Performance System
Output
Input
Input
Performer
Consequences
Feedback
Consequences
Feedback
Performer
Output
Input
 Clear or sufficiently
recognizable indications of
the need to perform
 Minimal interference from
incompatible or
extraneous demands
 Necessary resources
(budget, personnel,
equipment) to perform
Performer
 Necessary
understanding and skill
to perform
 Capacity to perform,
both physically and
emotionally
 Willingness to perform
(given the incentives
available)
Output
Speed
Accuracy
Production
Adequate and
appropriate criteria
(standards) with
which to judge
successful
performance.
Consequences
 Sufficient positive
consequences
(incentives) to
perform
 Few, if any,
negative
consequences
(disincentives) to
perform
Feedback
Frequent and relevant
feedback as to how
well (or how poorly)
the job is being
performed
How Do You Apply
Human Performance Technology?
1. Conduct a Performance Analysis.
2. Conduct a Cause Analysis.
3. Select and implement the
appropriate intervention(s).
Conducting a Performance Analysis
 Understand the performance issue that is
being addressed and verify agreement
 Collect data on current performance
 Compare current performance to desired
performance
 Determine the performance gap
Conducting a Cause Analysis
 Identify causes for the performance gap
 Don’t jump to conclusions!
 If needed, gather more data
Areas for Cause Analysis





Input
Performer
Output
Consequences
Feedback
Intervention
An intervention is an:
 activity
 process
 event or
 system
designed to correct the problem or change the
situation and improve performance.
Selecting and Implementing the
Appropriate Intervention(s)
 Identify criteria that the intervention(s) must fit such as:
 Cost
 Time
 Quality
 Select the interventions(s) that best fit the criteria and
improve performance
 Propose the intervention(s) to the client and gain
commitment to implement
 Implement the intervention(s)
 Evaluate the effectiveness of the intervention(s)
Categories of
Performance Interventions
 Career Development
 Communications
 Documentation &
Standards
 Ergonomics & Human
Factors
 Feedback Systems
 Financial Systems
 Human Dev. Systems
 Industrial Engineering
 Information Systems
 Instructional Systems
Hutchison & Stein: 1998
 Job/Workflow Design
 Labor Relations
Systems
 Management Practices
 Measures & Evaluation
Systems
 Organizational
Anthropology
 Organizational
Design/Development
 Quality Improvement
 Resource Systems
 Selection Systems
 Reward/Recognition
Systems
Let’s apply what we’ve learned
about HPT …
CPT Standards of Performance
Technology
 Focus on results
 Look at situations
systemically
 Add value
 Utilize partnerships &
collaborate

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Systematic:
Assessment
Analysis
Design
Development
Implementation
Evaluation
P.S.
Closing Thoughts About
Human Performance Technology
 Brings a systems approach to diagnosing
performance
 Recognizes that organizational performance
factors have as much impact as individual
performance factors
 Promotes the brokering of effective solutions