The Dynamic Principles of Human Performance Technology

Loading...

Flash Player 9 (or above) is needed to view presentations.
We have detected that you do not have it on your computer. To install it, go here.

0 comments

Post a comment

    Post a comment
    Embed Video
    Edit your comment Cancel

    Notes on slide 1

    1 Favorite

    The Dynamic Principles of Human Performance Technology - Presentation Transcript

    1. The Dynamic Principles of Human Performance Technology Joanne Rein Member
    2. Key Principles of HPT • What are the key principles of HPT human performance technology (HPT)? ? ? ? ?
    3. Key Principles of HPT • What are the key principles of HPT human performance technology (HPT)? Focus on Results ? ? ?
    4. Key Principles of HPT • What are the key principles of HPT human performance technology (HPT)? Focus Take On Results Systems Viewpoint ? ?
    5. Key Principles of HPT • What are the key principles of HPT human performance technology (HPT)? Focus Take on Results Systems Viewpoint Add Value ?
    6. Key Principles of HPT • What are the key principles of HPT human performance technology (HPT)? Focus Take Add Establish on Systems Value Partnerships Results Viewpoint
    7. Key Principles of HPT • Focus on results – Customize intervention • Take systems viewpoint – Consider all aspects • Add value – Make a difference • Establish partnerships – Communicate
    8. Key Principles of HPT • Focus on results – Customize intervention • Take systems viewpoint – Consider all aspects • Add value – Make a difference • Establish partnerships – Communicate
    9. Key Principles of HPT • Focus on results – Customize intervention • Take systems viewpoint – Consider all aspects • Add value – Make a difference • Establish partnerships – Communicate
    10. Key Principles of HPT • Focus on results – Customize intervention • Take systems viewpoint – Consider all aspects • Add value – Make a difference • Establish partnerships – Communicate
    11. HPT Dynamics • Systematic process – Nonlinear – Diverse • Systems approach – Organizational setting – Individual requirements
    12. HPT Dynamics • Systematic process – Nonlinear – Diverse • Systems approach – Organizational setting – Individual requirements
    13. HPT Dynamics • Dynamic principles – Sytematic process – Systems approach • Focus on results • Take systems viewpoint • Add value • Establish partnership
    14. HPT Dynamics • Dynamic principles – Sytematic process – Systems approach • Focus on results • Take systems viewpoint • Add value • Establish partnerships
    15. HPT Dynamics • Dynamic principles – Sytematic process – Systems approach • Focus on results • Take systems viewpoint • Add value • Establish partnerships
    16. HPT Dynamics • Dynamic principles – Sytematic process – Systems approach • Focus on results • Take systems viewpoint • Add value • Establish partnerships
    17. HPT Dynamics • Dynamic principles – Sytematic process – Systems approach • Focus on results • Take systems viewpoint • Add value • Establish partnerships
    18. Key Principles of HPT • Focus on results • Take systems viewpoint • Add value • Establish partnerships
    19. Results-driven • How do HPT professionals focus Results on results? ? ?
    20. Results-driven • How do HPT professionals focus on Results results? – Link HPT to business • Needs • Goals Needs ?
    21. Results-driven • How do HPT professionals focus on Results results? – Link HPT to business • Needs • Goals Needs Goals
    22. Results-driven • More than one viewpoint – All-inclusive • Forward-looking • Individualized application of principles
    23. Results-driven • More than one viewpoint – All-inclusive • Forward-looking • Individualized application of principles
    24. Results-driven • More than one 1 viewpoint – All-inclusive • Forward-looking • Individualized application of principles 3 2
    25. Key Principles of HPT • Focus on results • Take systems viewpoint • Add value • Establish partnerships
    26. Systems Viewpoint • What does a systems viewpoint System take into consideration? ? ? ?
    27. Systems Viewpoint • What does a systems viewpoint System take into consideration? – Worker – Process – Organization Worker ? ?
    28. Systems Viewpoint • What does a systems viewpoint System take into consideration? – Worker – Process – Organization Worker Process ?
    29. Systems Viewpoint • What does a systems viewpoint System take into consideration? – Worker – Process – Organization Worker Process Organization
    30. Key Principles of HPT • Focus on results • Take systems viewpoint • Add value • Establish partnerships
    31. Value-added Solutions • What is a value- Before HPT added solution? Solution
    32. Value-added Solutions • What is a value- Before HPT added solution? Solution After HPT – Add value to the Solution organization • Make a difference
    33. Value-added Solutions • What is a value- Before HPT added solution? Solution After HPT – Add value to the Solution organization • Make a difference
    34. Value-added Solutions • Customized assessment of human performance • Not pre-packaged business productivity solutions
    35. Key Principles of HPT • Focus on results • Take systems viewpoint • Add value • Establish partnerships
    36. Partnerships • What partnerships are effective in Partnerships HPT? ? ?
    37. Partnerships • What partnerships are effective in Partnerships HPT? – Clients – Other HPI professionals Clients ?
    38. Partnerships • What partnerships are effective in Partnerships HPT? – Clients – Other HPI professionals Other HPI Clients Professionals
    39. Partnerships • Share – Creativity – Knowledge Creativity Knowledge – Skills – Successes Successes Skills
    40. Partnerships • Share – Creativity – Knowledge Creativity Knowledge – Skills – Successes Successes Skills
    41. Partnerships • Share – Creativity – Knowledge Creativity Knowledge – Skills – Successes Successes Skills
    42. Partnerships • Share – Creativity – Knowledge Creativity Knowledge – Skills – Successes Successes Skills
    43. Partnerships • Share – Creativity – Knowledge Creativity Knowledge – Skills – Successes Successes Skills
    44. HPT Dynamics • How is HPT a systematic process? • How is HPT a systems approach?
    45. HPT Dynamics Systematic Process HPT Body of Knowledge Grounded Theory Tiered hierarchically Tiered hierarchically Accessed as needed Accessed as needed Searched systematically Applied systematically
    46. HPT Dynamics Systematic Process HPT Body of Knowledge Grounded Theory Tiered hierarchically Tiered hierarchically Accessed as needed Accessed as needed Searched systematically Applied systematically
    47. HPT Dynamics • Tiered hierarchically Canon Canon Peer-reviewed Peer-reviewed Everything Else HPT Body of Knowledge Grounded Theory
    48. HPT Dynamics Systematic Process HPT Body of Knowledge Grounded Theory Tiered hierarchically Tiered hierarchically Accessed as needed Accessed as needed Searched systematically Applied systematically
    49. HPT Dynamics • Accessed as needed Canon Peer-reviewed Canon Peer- Everything reviewed Else HPT Body of Knowledge Grounded Theory
    50. HPT Dynamics Systematic Process HPT Body of Knowledge Grounded Theory Tiered hierarchically Tiered hierarchically Accessed as needed Accessed as needed Searched systematically Applied systematically
    51. HPT Dynamics • HPT body of knowledge Canon Everything Else – Searched systematically Peer- reviewed • Grounded theory – Applied systematically Peer- Canon reviewed
    52. HPT Dynamics • How is HPT a systematic process? • How is HPT a systems approach?
    53. HPT Dynamics • Take systems viewpoint ? – Provide comprehensive analysis Comprehensive Analysis ? ?
    54. HPT Dynamics • Take systems viewpoint Organization – Provide comprehensive analysis Comprehensive Analysis • Organization • Process ? ? • Worker
    55. HPT Dynamics • Take systems viewpoint Organization – Provide comprehensive analysis Comprehensive Analysis • Organization • Process ? Process • Worker
    56. HPT Dynamics • Take systems viewpoint Organization – Provide comprehensive analysis Comprehensive Analysis • Organization • Process Worker Process • Worker
    57. HPT Dynamics • Systematic process • Systems approach
    58. HPT Dynamics • Systematic process • Systems approach
    59. HPT Dynamics • HPT mindset – Systematic process • Micro analysis – Systems approach • Macro analysis
    60. The Nine Performance Variables The 3 Levels of The 3 Performance Needs Performance Goals Design Management Organization Organization Level Organization Goals Organization Design Management Process Level Process Goals Process Design Process Management Job/Performer Job Goals Job Design Job Management Level Table 1. The Nine Performance Variables. Rummler, G. A. & Brache, A. P. (1995). Improving performance; How to manage the white space on the organization chart (2nd ed.) San Francisco: Jossey-Bass.
    61. The Nine Performance Variables The 3 Levels of The 3 Performance Needs Performance Goals Design Management Organization Organization Level Organization Goals Organization Design Management Process Level Process Goals Process Design Process Management Job/Performer Job Goals Job Design Job Management Level Table 1. The Nine Performance Variables. Rummler, G. A. & Brache, A. P. (1995). Improving performance; How to manage the white space on the organization chart (2nd ed.) San Francisco: Jossey-Bass.
    62. The Nine Performance Variables The 3 Levels of The 3 Performance Needs Performance Goals Design Management Organization Organization Level Organization Goals Organization Design Management Process Level Process Goals Process Design Process Management Job/Performer Job Goals Job Design Job Management Level Table 1. The Nine Performance Variables. Rummler, G. A. & Brache, A. P. (1995). Improving performance; How to manage the white space on the organization chart (2nd ed.) San Francisco: Jossey-Bass.
    63. The Nine Boxes Model Goals Design Management Strategy, Operating Organization Performance Review Organization Plans, & Metrics Structure & Overall Practices & Business Model Management Culture Customer & Business Process Design, Process Ownership, Requirements Systems Design, & Process Process Workspace Design Management, & Continuous Improvement Job Specifications, Job Roles And Performance Performance Metrics, Responsibilities, Skill Feedback, Performer & Individual Requirements, Consequences, Development Plans Procedures, Tools, & Coaching, & Support Training Table 2. The Nine Boxes Model. Rummler-Brache Group (n.d.). Improving business processes, strategies and capabilities. Retrieved November 26, 2008, from http://www.rummler-brache.com/the-nine-boxes-model
    64. The Nine Boxes Model Goals Design Management Strategy, Operating Organization Performance Review Organization Plans, & Metrics Structure & Overall Practices & Business Model Management Culture Customer & Business Process Design, Process Ownership, Requirements Systems Design, & Process Process Workspace Design Management, & Continuous Improvement Job Specifications, Job Roles And Performance Performance Metrics, Responsibilities, Skill Feedback, Performer & Individual Requirements, Consequences, Development Plans Procedures, Tools, & Coaching, & Support Training Table 2. The Nine Boxes Model. Rummler-Brache Group (n.d.). Improving business processes, strategies and capabilities. Retrieved November 26, 2008, from http://www.rummler-brache.com/the-nine-boxes-model
    65. The Nine Boxes Model Goals Design Management Strategy, Operating Organization Performance Review Organization Plans, & Metrics Structure & Overall Practices & Business Model Management Culture Customer & Business Process Design, Process Ownership, Requirements Systems Design, & Process Process Workspace Design Management, & Continuous Improvement Job Specifications, Job Roles And Performance Performance Metrics, Responsibilities, Skill Feedback, Performer & Individual Requirements, Consequences, Development Plans Procedures, Tools, & Coaching, & Support Training Table 2. The Nine Boxes Model. Rummler-Brache Group (n.d.). Improving business processes, strategies and capabilities. Retrieved November 26, 2008, from http://www.rummler-brache.com/the-nine-boxes-model
    66. The 4 Levels of Performance Intervention Tools (Design & Level Performance Unit of Analysis (System) Technology) • Business Performance System (Condition, • Business Design: Vision Design, Innovation Input, Process, Output, Feedback, & Design, Mergers, & Acquisitions Work Business Consequence) • Business Technology: Market Opportunity Environment Performance • System Variables: Brand Value, Product Or Analysis, Future Research & Simulation, & Service Positioning, Market Strategy, Vision Positioning & Promotion Strategy & Mission, & So On • Organization Performance System • Organization Design: Culture Change, (Condition, Input, Process, Output, Workplace Design, & Restructuring Organization Workplace Feedback, & Consequence) • Organizational Technology: Organizational Performance • System Variables: Organizational Development, Financial Management, & Structure, Culture, & Ergonomics Communities of Practice • Process Design: Electronic Performance • Process Performance System (Condition, Support Systems, Reengineering, & Input, Process, Output, Feedback, & Process Outsourcing Work Process Consequence) Performance • Process Technology: Process Mapping, • System Variables: Communication, Supply Knowledge Management, & Financial Chain, & Production Accounting • Human Performance System (Condition, • Leadership Design: Mental Model, Capacity Input, Process, Output, Feedback, & Building, & Incentive System Human Worker Consequence) • Leadership Technology: Training, Job Aid, Performance • System Variables: Skills, Knowledge, Performance Appraisal, Leadership Competency, Motivation, & Leadership Development, Career Consulting, & Mentoring Table 3. The Four Levels of Performance Framework. Jang, H. Y. (2008). Reconsidering human performance technology [Electronic version]. Performance improvement, 47(6), 29. DOI: 10.1002/pfi.20006.
    67. The 4 Levels of Performance Intervention Tools (Design & Level Performance Unit of Analysis (System) Technology) • Business Performance System (Condition, • Business Design: Vision Design, Innovation Input, Process, Output, Feedback, & Design, Mergers, & Acquisitions Work Business Consequence) • Business Technology: Market Opportunity Environment Performance • System Variables: Brand Value, Product Or Analysis, Future Research & Simulation, & Service Positioning, Market Strategy, Vision Positioning & Promotion Strategy & Mission, & So On • Organization Performance System • Organization Design: Culture Change, (Condition, Input, Process, Output, Workplace Design, & Restructuring Organization Workplace Feedback, & Consequence) • Organizational Technology: Organizational Performance • System Variables: Organizational Development, Financial Management, & Structure, Culture, & Ergonomics Communities of Practice • Process Design: Electronic Performance • Process Performance System (Condition, Support Systems, Reengineering, & Input, Process, Output, Feedback, & Process Outsourcing Work Process Consequence) Performance • Process Technology: Process Mapping, • System Variables: Communication, Supply Knowledge Management, & Financial Chain, & Production Accounting • Human Performance System (Condition, • Leadership Design: Mental Model, Capacity Input, Process, Output, Feedback, & Building, & Incentive System Human Worker Consequence) • Leadership Technology: Training, Job Aid, Performance • System Variables: Skills, Knowledge, Performance Appraisal, Leadership Competency, Motivation, & Leadership Development, Career Consulting, & Mentoring Table 3. The Four Levels of Performance Framework. Jang, H. Y. (2008). Reconsidering human performance technology [Electronic version]. Performance improvement, 47(6), 29. DOI: 10.1002/pfi.20006.
    68. The 4 Levels of Performance Intervention Tools (Design & Level Performance Unit of Analysis (System) Technology) • Business Performance System (Condition, • Business Design: Vision Design, Innovation Input, Process, Output, Feedback, & Design, Mergers, & Acquisitions Work Business Consequence) • Business Technology: Market Opportunity Environment Performance • System Variables: Brand Value, Product Or Analysis, Future Research & Simulation, & Service Positioning, Market Strategy, Vision Positioning & Promotion Strategy & Mission, & So On • Organization Performance System • Organization Design: Culture Change, (Condition, Input, Process, Output, Workplace Design, & Restructuring Organization Workplace Feedback, & Consequence) • Organizational Technology: Organizational Performance • System Variables: Organizational Development, Financial Management, & Structure, Culture, & Ergonomics Communities of Practice • Process Design: Electronic Performance • Process Performance System (Condition, Support Systems, Reengineering, & Input, Process, Output, Feedback, & Process Outsourcing Work Process Consequence) Performance • Process Technology: Process Mapping, • System Variables: Communication, Supply Knowledge Management, & Financial Chain, & Production Accounting • Human Performance System (Condition, • Leadership Design: Mental Model, Capacity Input, Process, Output, Feedback, & Building, & Incentive System Human Worker Consequence) • Leadership Technology: Training, Job Aid, Performance • System Variables: Skills, Knowledge, Performance Appraisal, Leadership Competency, Motivation, & Leadership Development, Career Consulting, & Mentoring Table 3. The Four Levels of Performance Framework. Jang, H. Y. (2008). Reconsidering human performance technology [Electronic version]. Performance improvement, 47(6), 29. DOI: 10.1002/pfi.20006.
    69. The 4 Levels of Performance Intervention Tools (Design & Level Performance Unit of Analysis (System) Technology) • Business Performance System (Condition, • Business Design: Vision Design, Innovation Input, Process, Output, Feedback, & Design, Mergers, & Acquisitions Work Business Consequence) • Business Technology: Market Opportunity Environment Performance • System Variables: Brand Value, Product Or Analysis, Future Research & Simulation, & Service Positioning, Market Strategy, Vision Positioning & Promotion Strategy & Mission, & So On • Organization Performance System • Organization Design: Culture Change, (Condition, Input, Process, Output, Workplace Design, & Restructuring Organization Workplace Feedback, & Consequence) • Organizational Technology: Organizational Performance • System Variables: Organizational Development, Financial Management, & Structure, Culture, & Ergonomics Communities of Practice • Process Design: Electronic Performance • Process Performance System (Condition, Support Systems, Reengineering, & Input, Process, Output, Feedback, & Process Outsourcing Work Process Consequence) Performance • Process Technology: Process Mapping, • System Variables: Communication, Supply Knowledge Management, & Financial Chain, & Production Accounting • Human Performance System (Condition, • Leadership Design: Mental Model, Capacity Input, Process, Output, Feedback, & Building, & Incentive System Human Worker Consequence) • Leadership Technology: Training, Job Aid, Performance • System Variables: Skills, Knowledge, Performance Appraisal, Leadership Competency, Motivation, & Leadership Development, Career Consulting, & Mentoring Table 3. The Four Levels of Performance Framework. Jang, H. Y. (2008). Reconsidering human performance technology [Electronic version]. Performance improvement, 47(6), 29. DOI: 10.1002/pfi.20006.
    70. The Organizational Scan Condition Process Outcomes Strategy, Structure Systems Organizational Results Mission, strategy Degree of centralization Satisfaction of investors External business drivers Consistency of operations Satisfaction of societal Organization Level Functional grouping Flexibility stakeholders Budget/decision authority Measures of success Goal alignment with mission Climate Practices Performance Requirements Motivation, Feedback Company values, individual Skills, knowledge Satisfaction of employees values Job aids/references Frequency, timing, form People Level Management/leadership Selection Rewards and recognition practices Conference Expectations Team norms Ethics, integrity Environment, Resources Methods Products, Services Physical environment Allocation of functions Satisfaction of customers Tools, materials, information Processes, procedures Productivity levels Work Level Support personnel/services Work flow Standards/criteria Accessibility of resources Duplication/gaps Quality of product delivery Workload, demands Table 4. Organizational Scan. Tosti, D., & Jackson, S. D. (1997). The organizational scan. Performance Improvement, 36(10), 22-26.
    71. The Organizational Scan Condition Process Outcomes Strategy, Structure Systems Organizational Results Mission, strategy Degree of centralization Satisfaction of investors External business drivers Consistency of operations Satisfaction of societal Organization Level Functional grouping Flexibility stakeholders Budget/decision authority Measures of success Goal alignment with mission Climate Practices Performance Requirements Motivation, Feedback Company values, individual Skills, knowledge Satisfaction of employees values Job aids/references Frequency, timing, form People Level Management/leadership Selection Rewards and recognition practices Conference Expectations Team norms Ethics, integrity Environment, Resources Methods Products, Services Physical environment Allocation of functions Satisfaction of customers Tools, materials, information Processes, procedures Productivity levels Work Level Support personnel/services Work flow Standards/criteria Accessibility of resources Duplication/gaps Quality of product delivery Workload, demands Table 4. Organizational Scan. Tosti, D., & Jackson, S. D. (1997). The organizational scan. Performance Improvement, 36(10), 22-26.
    72. The Organizational Scan Condition Process Outcomes Strategy, Structure Systems Organizational Results Mission, strategy Degree of centralization Satisfaction of investors External business drivers Consistency of operations Satisfaction of societal Organization Level Functional grouping Flexibility stakeholders Budget/decision authority Measures of success Goal alignment with mission Climate Practices Performance Requirements Motivation, Feedback Company values, individual Skills, knowledge Satisfaction of employees values Job aids/references Frequency, timing, form People Level Management/leadership Selection Rewards and recognition practices Conference Expectations Team norms Ethics, integrity Environment, Resources Methods Products, Services Physical environment Allocation of functions Satisfaction of customers Tools, materials, information Processes, procedures Productivity levels Work Level Support personnel/services Work flow Standards/criteria Accessibility of resources Duplication/gaps Quality of product delivery Workload, demands Table 4. Organizational Scan. Tosti, D., & Jackson, S. D. (1997). The organizational scan. Performance Improvement, 36(10), 22-26.
    73. Summary “One sign of a vibrant and healthy discipline is the ability to tap into new developments, innovate, and also capture insights from other fields. . .The last decade has seen a tremendous expansion in the number of performance consultants as well as new ways in which the performance field has evolved” Joe Willmore
    74. Summary • Key principles of HPT – Focus on results – Take systems Focus on Take Systems viewpoint Results Viewpoint – Add value – Establish partnerships • HPT dynamics – Systematic process Establish Add – Systems approach Partnerships Value
    75. Summary • Key principles of HPT – Focus on results – Take systems Focus on Take Systems viewpoint Results Viewpoint – Add value – Establish partnerships • HPT dynamics – Systematic process Establish Add – Systems approach Partnerships Value
    76. Summary • Key principles of HPT – Focus on results – Take systems Focus on Take Systems viewpoint Results Viewpoint – Add value – Establish partnerships • HPT dynamics – Systematic process Establish Add – Systems approach Partnerships Value
    77. Summary • Key principles of HPT – Focus on results – Take systems Focus on Take Systems viewpoint Results Viewpoint – Add value – Establish partnerships • HPT dynamics – Systematic process Establish Add – Systems approach Partnerships Value
    78. Summary • Key principles of HPT – Focus on results – Take systems Focus on Take Systems viewpoint Results Viewpoint – Add value – Establish partnerships • HPT dynamics – Systematic process Establish Add – Systems approach Partnerships Value
    79. Summary • Key principles of HPT – Focus on results – Take systems Focus on Take Systems viewpoint Results Viewpoint – Add value – Establish partnerships • HPT dynamics – Systematic process Establish Add – Systems approach Partnerships Value
    80. Summary • Key principles of HPT – Focus on results – Take systems Focus on Take Systems viewpoint Results Viewpoint – Add value – Establish partnerships • HPT dynamics – Systematic process Establish Add – Systems approach Partnerships Value
    81. Summary • Key principles of HPT – Focus on results – Take systems Focus on Take Systems viewpoint Results Viewpoint – Add value – Establish partnerships • HPT dynamics – Systematic process Establish Add – Systems approach Partnerships Value
    82. References Addison, R. M., & Haig, C. (2006). The performance architect’s essential guide to the performance technology landscape. In J. A. Pershing (Ed.). Handbook of human performance technology: Principles, practices, and potential (3rd ed.). San Francisco: Pfeiffer. Jang, H. Y. (2008). Reconsidering human performance technology [Electronic version]. Performance improvement, 47(6), 26. DOI: 10.1002/pfi.20006.
    83. References Rummler, G. A., & Brache, A. P. (1995). Improving performance; How to manage the white space on the organization chart (2nd ed.) San Francisco: Jossey-Bass. Rummler-Brache Group (n.d.). Improving business processes, strategies and capabilities. Retrieved November 26, 2008, from http://www.rummler-brache.com/the-nine-boxe
    84. References Tosti, D., & Jackson, S. D. (1997). The organizational scan. Performance Improvement, 36(10), 22-26. Willmore, J. (2008). The evolution of human performance improvement. In Biech (Ed.), Handbook for Workplace Learning Professionals (pp. 33-46). ASTD Press.
    85. Questions?
    SlideShare Zeitgeist 2009

    + Joanne ReinJoanne Rein Nominate

    custom

    337 views, 1 favs, 0 embeds more stats

    More info about this document

    © All Rights Reserved

    Go to text version

    • Total Views 337
      • 337 on SlideShare
      • 0 from embeds
    • Comments 0
    • Favorites 1
    • Downloads 0
    Most viewed embeds

    more

    All embeds

    less

    Flagged as inappropriate Flag as inappropriate
    Flag as inappropriate

    Select your reason for flagging this presentation as inappropriate. If needed, use the feedback form to let us know more details.

    Cancel
    File a copyright complaint
    Having problems? Go to our helpdesk?

    Categories

    Tags

    -->
    What's New

    © 2009 SlideShare Inc. All rights reserved.