Human Performance Technology
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Human Performance Technology

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Human Performance Technology (HPT) is a process wherein you can positively impact the performance of your staff members. This introductory webinar will provide the basic concepts needed to effect ...

Human Performance Technology (HPT) is a process wherein you can positively impact the performance of your staff members. This introductory webinar will provide the basic concepts needed to effect these changes.

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Human Performance Technology Human Performance Technology Presentation Transcript

  • Human Performance Technology Cheri Weissman July 10, 2012A Service Of: Sponsored by:
  • Protecting and Preserving the www.cjwconsulting.com Institutional Memories of Nonprofits Since 1993 (866) 598-0430 info@cjwconsulting.comA Service Of: Sponsored by:
  • www.mission.doA Service Of: Sponsored by:
  • Today’s Speaker & Host Cheri Weissman President CJW Consulting & Services, Inc.Assisting with chat questions:Jamie Maloney, Nonprofit WebinarsA Service Of: Sponsored by:
  • A new way of looking at the differencebetween the performance you have and the performance you want.
  •  Performance does not improve by itself People find a level at which they are comfortable. If we do not train them, convey expectations, and/or provide appropriate tools, their performance will not improve. Once it declines, performance is increasingly resistant to improvement Improvements are maintained only with continued attention
  •  The Work The Workplace The Worker
  •  The Work  Is it interesting?  Engaging?  Rewarding
  •  The Work  Satisfying Punch in/out  Engaging Emotionally invested
  •  TheWorkplace  Working conditions Procedures Supervision Job security
  •  The Worker Needs motivation The conceptual description of the forces acting on or within an individual to initiate direct behavior
  •  The Worker  Job satisfaction results from the presence of intrinsic motivators (satisfiers) Achievement, advancement, recognition, responsibility, growth possibility, work
  •  The Worker If these things are present, leads to strong motivation Achievement, advancement, recognition, responsibility, growth possibility, work
  •  The Worker  Job dissatisfaction results from the lack of intrinsic dissatisfiers Pay, working conditions, company procedures, quality of supervisors, job security, quality of office relationships (peers, superiors and subordinates)
  •  Training is ONE key to developing high- performing employees; however:  It diverts employees from the mission  There is a cost associated with training  Sometimes it is unnecessary  When needed, not always the most effective way to improve performance.  Training results can be optimized when combined with other techniques
  • 1) Non-Profit offers new program in its market area. Staff members are trained, motivated, and have the tools needed to be successful. But they continue to spend time with former clients, instead of seeking new ones.
  •  Employees could be receiving greater psychological reward from former clients Lack of clear consequences for non- performance in new program? Is something incenting them away from the new program?
  • 2) Administrative staff not generating acknowledgements quickly enough (24-hour turnaround). They have been trained, clear policies are in place, and they want to make it happen.
  •  What happens when gifts arrive? How quickly are the gifts given to data entry personnel? Basically, do they have the gift information they need, WHEN THEY NEED IT?
  • 3) After non-profit moves to a new facility, data entry errors increase significantly. Executive Director brings in trainer to provide a “refresher” on the software. But post- training, errors remain high.
  •  Is the new workspace properly heated and ventilated? Is there more glare on the monitors? Ergonomics OK?
  • 4) Non-profit has state-of-the art hardware/software, beautiful facility, employees are engaged with the mission, they are fairly compensated, and a clear feedback process is in place. Yet the organization constantly underperforms.
  •  Mismatch between employees and their jobs? How are employees selected? Job Designs flawed? Reassignment of personnel? Termination?
  •  New fund raiser has been thoroughly trained, loves the mission, feels well paid, and has a full tool box of collateral materials. She meets with and cultivates prospects, but never makes the “ask”.
  •  Internal views of self and the job are critical to high-level performance  High level of anxiety about rejection?  Fragile self-esteem?
  • 6) New Development Director is experienced, motivated, confident, well paid, and has best of everything. But despite of all the positive attributes, he is incapable of producing reports out of the database.
  •  Has he used the software in previous jobs? If his life depended on it, could he do it? Folks with all the tools, motivation, capacity, and support in the world cannot perform if they DO NOT KNOW HOW. THIS is where training comes into the picture.
  •  Define the “GAP” Analyze Causes Select Intervention techniques Implement Evaluate the results. Can be applied to individuals groups, or whole organizations.
  •  Case Study  During a fiscal year, the foundation of a geriatric facility raised $4.1 million from 2025 donors. The foundation staff is not in direct contact with the residents, and those who are in direct contact are not aware of or familiar with the foundation  There was a need to analyze the gap between how direct service providers support the foundation’s mission versus the desired behavior.  Desired state: Direct service personnel being fully informed re. foundation  Results: Greater donor knowledge, greater donor satisfaction, more contributed income
  •  Case Study  What’s causing the gap?  How best to address the gap  Training  Clear expectations  Feedback from supervisors  Job aids  Financial incentives (beware)  Recognition  Knowledge (new employee orientation, in-service training, role-play)
  •  For further information on how this can benefit your organization, contact:  Larry D. Muffett, MHRD  847/977-8404  ldmuffett@gmail.com Other questions?  Cheri Weissman  CJW Consulting & Services, Inc.  866/598-0430  cheri@cjwconsulting.com
  • Find listings for our current season of webinars and register at: NonprofitWebinars.comA Service Of: Sponsored by: