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OD and Human Performance Technology

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Adding Human Performance Improvement to Your Toolkit: A Key to Ensuring Success with Your Clients

Adding Human Performance Improvement to Your Toolkit: A Key to Ensuring Success with Your Clients


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  • 1. Adding Human Performance Improvement to Your Toolkit: A Key to Ensuring Success with Your Clients September 23, 2008 Presenters: James Alexander
  • 2. Chesapeake Bay Organization Development Network Agenda for “Adding Human Performance Improvement to Your Toolkit: A Key to Ensuring Success with Your Clients” September 23, 2008
    • Opening Remarks
    • Group Introductions
    • HPT Introduction Presentation
    • Group Activities: HPI Priorities Exercise and Case Studies
    • Lessons Learned and Wrap-Up
    • Program Evaluation
  • 3. The Terms
    • Human Performance Technology (HPT)
      • International Society for Performance Improvement (ISPI)
    • Human Performance Improvement ( HPI)
      • American Society for Training and Development (ASTD)
    • Performance Consulting (PC)
    • Numerous authors, e.g., Dana Robinson and Judith Hale
  • 4.  
  • 5. Block’s Flawless Consulting Model
    • Expert
    • Collaboration
    • Pair of Hands
    • Peter Block, author of Flawless Consulting
  • 6. Context for Performance Improvement
    • Improving the overall performance of your client
    • -- by identifying and facilitating the
    • closure of performance gaps
    • Improving your effectiveness as a consultant
    • -- by using Human Performance Technology along with your OD knowledge
  • 7. Performance Consulting, HPT/HPI Defined
    • “ HPT is the systematic process of discovering and analyzing important human performance gaps,
    • planning for future improvements in human performance,
    • designing and developing cost-effective and ethically justifiable interventions to close performance gaps,
    • implementing the interventions,
    • and evaluating the financial and non-financial results.”
  • 8. The Business Case for Human Performance Technology
  • 9. The Business Case for Human Performance Technology
    • T here are several reasons why organizations are moving to HPT, and thus are moving beyond training and development
    • Most performance problems stem from the work environment, not from individuals
    • Training is a solution for only one kind of problem, and managers are seeking solutions to all their problems
  • 10. Examples of HPI Interventions   Reports on time   Removal of interfering tasks     Reports late   Efficient use of software   Training and job aids   Inefficient use of new software       No waiting customers   Increased number of customer service representatives       Waiting customers     Low error rates   Feedback on error rates with comparisons across work teams       High error rates   Soaring sales   Increased commission   Lagging sales   Improved performance Intervention Current state
  • 11. A Brief History: Where Does HPT Come From ?
    • Founded by Behavioral Psychologists.
    • Much of the groundwork that forms HPT today was conducted in the 60s and 70s by thought leaders such as B.F. Skinner, Ph.D., Susan M. Markle, Ph.D., then Thomas Gilbert, Ph.D., Dale Brethower, Ph.D., Robert Mager, Ph.D., Joe Harless, Ed.D., Geary Rummler, Ph.D., Don Tosti, Ph.D., Roger Kaufman, Ph.D., and others.
    • Evolved to encompass all disciplines that work to improve the workplace performance of organizations and individuals who work in them.
  • 12. Three Levels Of Performance
    • Individual
    • Process
    • Organization
  • 13. “ Pit a good employee against a bad system and the system will win most every time.” “ Geary Rummler: Training Skills Isn’t Enough.” Rummler, Geary, Training , 1983, V. 20, Ed. 8, pp. 75-76 2-5
  • 14. HPT’s Systematic Model Performance Analysis > Identify any gaps between the organization’s mission, vision and goals, and the environment. > Identify opportunities and/or any performance gaps that exist between present and desired levels of performance. Cause Analysis > Identify environmental causes that contribute to the performance gap. > Identify characteristics of the workforce that contribute to the performance gap. Intervention Selection, Design and Development > Select appropriate intervention techniques to improve performance. > Design/develop the necessary intervention strategy and tools. Intervention Implementation and Change > Coordinate the overall intervention strategy. > Ensure that each of the techniques is used appropriately. Evaluation of the Process and the Results > Conduct formative evaluation of the analysis and design processes used. > Evaluate immediate reaction and application. > Evaluate individual and organizational performance improvement and Return on Investment.
  • 15. Performance Consulting Key Roles:
    • Client Liaison
    • Performance Analyst
    • Change Manager
    • Impact Evaluator
  • 16. Expanding the OD Practitioner’s Influence
    • Transition to Performance Consulting
    • Use HPT along with OD solutions to improve organizational -- and individual -- performance
    • Partner with Performance Consultants
    • All of the Above