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.

1. Human Performance Technology
Cheri Weissman
July 10, 2012
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2. Protecting and Preserving the www.cjwconsulting.com
Institutional Memories of
Nonprofits Since 1993 (866) 598-0430
info@cjwconsulting.com
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3. www.mission.do
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4. Today’s Speaker & Host
Cheri Weissman
President
CJW Consulting & Services, Inc.
Assisting with chat questions:
Jamie Maloney, Nonprofit Webinars
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5. A new way of looking at the difference
between the performance you have and the
performance you want.

6.  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

7.  The Work
 The Workplace
 The Worker

8.  The Work
 Is it interesting?
 Engaging?
 Rewarding

9.  The Work
 Satisfying
Punch in/out
 Engaging
Emotionally invested

10.  TheWorkplace
 Working conditions
Procedures
Supervision
Job security

11.  The Worker
Needs motivation
The conceptual description
of the forces acting on or
within an individual to
initiate direct behavior

12.  The Worker
 Job satisfaction results from
the presence of intrinsic
motivators (satisfiers)
Achievement, advancement,
recognition, responsibility,
growth possibility, work

13.  The Worker
If these things are present,
leads to strong motivation
Achievement,
advancement, recognition,
responsibility, growth
possibility, work

14.  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)

15.  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

16. 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.

17.  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?

18. 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.

19.  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?

20. 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.

21.  Is the new workspace properly heated and
ventilated?
 Is there more glare on the monitors?
 Ergonomics OK?

22. 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.

23.  Mismatch between employees and their jobs?
 How are employees selected?
 Job Designs flawed?
 Reassignment of personnel?
 Termination?

24.  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”.

25.  Internal views of self and the job are
critical to high-level performance
 High level of anxiety about rejection?
 Fragile self-esteem?

26. 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.

27.  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.

28.  Define the “GAP”
 Analyze Causes
 Select Intervention techniques
 Implement
 Evaluate the results.
 Can be applied to individuals groups, or whole
organizations.

29.  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

30.  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)

31.  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

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