Transcript ASTD's Eval training business

Introduction to Human
Performance Technology
Put the facilitator’s name here
Put ISPI contact here
[email protected]
HPT is the discipline of
Improving Individual &
Organizational Performance
It considers:
 Worker
 People
 Work
 Processes
 Workplace
 Environment
– Internal & external
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Work & Workplace Challenges*
*Art Isaacs
Products &
systems
Increasing Complexity
Simple Stand
alone
Workers &
contractors
Systems New Materials
Miniaturization
Computerization
Increasing Diversity
Skilled
Unskilled
Government
supplier
customer
Technical
Specialization
Mixed skills
Multi
skilled
Increasing Interface
Directive
Collaborative
Quality
approach
Increasing Quality
1930
1940-1950
1960
Craftsman
Inspection
Quality control
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1970-1980
Quality assurance
1990-200+
Total quality
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
Workplace
Level
Reorganize
Plan
Introduce initiatives
Six sigma
Quality
Add regulations
Make policies
Merger
Change facilities
Work
Level
Re-design jobs
Automate
Add technology
Go to teams
Impose standards
Re-engineer
processes
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Worker
Level
Add performance
criteria
Develop feedback
systems
Develop/Train
Certify
Use incentives
HPT - Human
 It deals with people in terms of their:
– Group norms
– Behaviors
– Motives
– Capability & capacity
 It deals with the organization’s 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 6:30am, 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, don’t trust others
– Selfishness
– Absence of priorities
– Me first, I don’t care about you
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The Design Requirements
 Change group norms of leaders
– Appeal to ego and peer pressure
– Make public who’s playing nice and who is not
– Engage group’s 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 people’s 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
Healthcare costs, lost days,
retention
Baselines
Conducted awareness sessions,
used shame & peer pressure
Measure leading indicators
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Rate of adoption
Personal goals w/
measures
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 people’s 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
1. We are uniquely prepared to address illstructured 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
2. Our systematic process is a heuristic not a
procedure
– It aids in discovery, learning, and problemsolving
– It includes formative feedback so we can adapt
and adjust as needed
Ken Silber, Ph.D., CPT
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What Distinguishes HPT
3. 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
4. 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
5. We work with organizations as open
systems:
Facilities
Environment
Culture
Technology
Required
Emergent
Feedback
Resources
Rewards
Competencies
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What Distinguishes HPT
6. 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
1. Keep the results in mind – everything has a
purpose, even things that are dysfunctional
2. Think systems – a direct line is not always the
shortest route
3. Partner or collaborate - earn people’s trust, give
away the glory
4. Add value – build your bank account
5. 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?
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Judith A. Hale, Ph.D., CPT
Judith is the author of Performance Based Evaluation,
Performance-Based Certification, Performance
Consultant’s 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.
[email protected]
630-427-1304
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