Transcript LG CNS 사례 7.

HPT
경인교대 최욱
HPT (Human Performance Technology)
1. HPT 사례와 동향
1) 사례
가) 구두회사 판매사원
나) 철강회사 생산직
다) LG CNS
라) LG Display
2) Interventions(= solutions for performance problems): No boundary
가) Training intervention
나) Non-training interventions : incentives and rewards, job design/redesign,
ergonomics, coaching/mentoring, selection and staffing, organizational design and
development, strategic planning, ergonomics, information systems, resource
management systems, communication systems, workflow design, documentation and
standards, quality improvement systems,
career
development systems, job aids, Electronic performance
support system (EPSS), etc - You name them ! No boundaries!
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2. What is Human Performance Technology? (Pershing, 2006)
1) Human? 조직 구성원이 성과의 중심축 BUT,
가) If you pit a good performer against a bad system, the system will win
every time.
나) performer에 영향을 미치는 주요 변인이 positive해야 desired
performance 가능
2) Performance?
가)“Valued results produced by people working within a system” (ISPI, 2004)
나) 수행 vs. 성과?
3) Why Technology? HPT model 참고
가) systems approach = systemic approach (체제적, 총체적 접근)
a) 모든 성과 향상은 생태학적(ecological)으로 접근
b) settings beyond the immediate place of occurrence
나) systematic approach(체계적 접근) : 과학적, 구조적인 process와 tool
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4) Human Performance Technology is….. (Pershing, 2006)
* “The study and ethical practice of improving productivity in organizations by
designing and developing effective interventions that are results-oriented,
comprehensive, and systemic.”
* “Ethical practice means…a) adding value for customers, busing validated HPT
strategies, c) working collaboratively, d) practicing honesty, confidentiality etc.”
*** Pershing, J. A. (Ed.) (2006). Handbook of human performance technology. San Francisco, CA:
Pfeiffer.
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3. HPT의 양대산맥 Associations
1) ISPI(International Society for Performance and Improvement) : 본산
2) ASTD(American Society for Training and Development)
4. CPT(Certified Performance Technologist)?
5. carpool with keymen in organization vs. training garage in
parking lot
가) 유관 부서들과 partnership을 가지고 performance improvement를
위한 총체적인 역할 지향
나) outgoing : 사내외 business units가 HRD에 원하는 것이 무엇인가를
직접contact을 통해 파악(머리, 손, 발이 삼위일체가 되어 사내외
performance problems를 적극 탐색하는 Performance improvement hunter or
detective
로서의 활동 자각
다) "We should be the last people who will be cut when
reengineered company-wide."
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6. LG CNS 사례
7. HRD의 performance consultant화
1) QVC
2) Steelcase
*** Rummler, G. A. (2004). Serious performance consulting. Silver
Spring, MD: ISPI.
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Ten years ago,
HPT was a great idea.
Now,
it is a career path
for HRD.
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