This is my old presentation made for Yahoo HR Group

1. Human Performance Technology
HPT
An Overview

2. Human Performance Technology
The best way to
predict
the future is to
help design it”
Peter F. Drucker

3. The Role of Training in
World Class Organization
• Assume a responsibility for Performance
• Focus on Return On Investment not volume
metrics
• Partner with the Line Organization
• Pro-active Performance Problem Solvers

4. The Performance Gap
Percentage of companies indicating problems
in obtaining high performance from work
force
Serious problem - 43%
Problem - 55%
No problem - 2%
Closing the Human Performance Gap
The Conference Board 1994

5. Primary Causes for
Low Performance
Poor or Insufficient Performance Feedback 60%
High Individual Stress Levels 40%
No Performance Standards 39%
Lack of Clear Individual Goals 37%
Reward Not Performance Based 31%
Poor Performance Rewarded 31%
No Career Planning 28%
Fear of Failure or Punishment 23%
Inability to Envision Successful Outcomes 22%
Lack of or Poor Company-Sponsored Training 17%
Inability to Concentrate on Task at Hand 14%
Low Worker Self-Esteem 9%
Low Compensation 8%
0% 10% 20% 30% 40% 50% 60%
Closing the Human Performance Gap
The Conference Board 1994

6. Performance Impact on Business
% of Work Force
Degree of
Competence
Minimal Standard Exemplary

7. Performance Improvement
Potential
% of Work Force
Degree of
Competence
Minimal Standard Exemplary

8. Human Performance Technology
Rules for Managing People
• Founded in the behavioral sciences...
Human Performance Technology (HPT)
provides managers with a tested set of rules
for managing people.
• HPT addresses the two major factors in
managing people INFORMATION and
INCENTIVE.

9. What is HPT?
• Modern behavioral science applied to the
workplace.
• An engineering approach to managing
people.
• A “Technology” based upon a set of rules.
• It is THE way to manage people

10. Edge Above
• A means to assure a high performance workforce
• We need to be able to
– Assures the ongoing relevance of training to the
business needs of the organization.
– Positions training as an operations resource to the line
manager.
– Tie trainers and their customers together
• Provides a common focus on improved individual
or group performance.
• Assures congruence between training and the
business operating units..

11. What is HPT...
• NOT, just another fad...
• NOT, a programmatic solution...
• A unique blend of bottom-line line business
acumen and individualistic, self-interested
common-sense.
• Not an art, but a rules based scientific and
engineering approach to managing people in
the workplace.

12. Where Did HPT Come From...?
• Harvard University early 60’s
– Skinner, Gilbert, Harless
– Behavioral Science Labs
– Did the original science
• Praxis Consulting
– Rummler, Gilbert
– Turned science into a practical engineering
method

13. What Gilbert Did
• Applied proven behavioral principles to the
world of work.
– Six dimensions
– The objective - PROFIT!
– Focus on Accomplishment not Behavior
• Recognized the basic American
motivational driver...enlightened self-
interest!
• Established a practical set of rules for
management.

14. Attributes of HPT (#1)
• HPT is systematic – It is organized, rigorous, and
applied in a methodical manner. Procedures exists
that permit practitioners to identify performance
gaps (problems or opportunities), characterize
these in measurable or observable ways, analyze
them, select suitable interventions, and apply these
in a controlled an monitored manner.

15. Attributes of HPT (#2)
• HPT is systemic – It perceives identified human
performance gaps as elements of systems, which
in turn interface with other systems. It rejects
accepting apparent causes and solutions without
also examining other facets of the system.
Performance is seen as the result of a number of
influencing variables
(selection, training, feedback, resources, managem
ent support, incentives, task interference), all of
which must be analyzed before appropriate, cost-
effective interventions are selected and deployed.

16. Attributes of HPT (#3)
• HPT is grounded in scientifically derived theories and
the best empirical evidence available – It seeks to
achieve desired human performance through means
that have been derived from scientific research, when
possible, or from documented evidence, when not. It
rejects enthusiastic, unsubstantiated interventions that
cannot demonstrate firm theoretical foundations or
valid performance results. HPT is open to new ideas
and potentially valuable methods or interventions. It
requires, however, that these offer systematically
organized evidence to support their potential value.

17. Attributes of HPT (#4)
• HPT is open to all means, methods, and media
– It it not limited by a set of resources of
technologies that it must apply. On the
contrary, human performance technology is
constantly searching for the most effective and
efficient ways to obtain results at the least
cost..

18. Attributes of HPT (#5)
• HPT is focused on achievements that human
performers and the system value. – It seeks
bottom-line results – or as Gilbert (1978)
characterizes these, valuable
accomplishments, “worthy performance.” The
focus is not on behavior or on one-sided
winning. HPT has worthy performance as its
aim, as perceived by both the performer and
the organization in which she or he performs.

19. Summary of Attributes
• HPT is an engineering approach to attaining desired
accomplishments from human performance.
• HP technologist are those who adopt a systems view
of performance gaps, systematically analysis both gap
and system and design cost-effective interventions that
are based on analysis data, scientific knowledge and
documented precedents, or order to close the gap in
the most desirable manner.

20. HPT Benefits
Benefits:
• Language compatible with language of
organizational decision makers.
• HPT provide map for working through
performance situations in complicated
organizational settings.
• Process ensures analysis is completed
BEFORE reaching conclusions.

21. HPT Approach
• Problems and opportunities are
analyzed on three levels:
– Organization
– Process
– Performance

22. HPT Approach

23. The Leisurely Theorems
Human competence is a function of worthy performance
(W), which is a function of the ratio of valuable
Accomplishment (A) to costly Behaviour (B)
A
...or, W=
B

24. Corollaries of the Theorem
Measures of ACCOMPLISHMENT Measures of BEHAVIOUR
1. Performance has two aspects (A) Accomplishment
and (B) Behaviour
2. Small changes in Behaviour can bring about great
changes in Accomplishment.
A = V
then W =
B C

25. HPT Concept:
Behaviour Accomplishment
vs.
• Behaviour • Accomplishment
– the activities we engage – the outcomes of the
in activities
– what we see people – what remains when
doing everyone has left
– easy to manage if
– difficult to manage measurement is well
thought out
– time consuming to – allows management to
manage focus on deficient
accomplishments only

26. The Six Dimensions of
Performance
• Information
• Tools/Resources
• Incentive
• Skills/Knowledge
• Capacity
• Motivation

27. The Six Cell
Performance Engineering Model
1 Information 2 Tools/Resources 3 Incentive
4 Skill/Knowledge 5 Capacity 6 Motivation

28. The Six Cell
Performance Engineering Model
1 Information 2 Tools/Resources 3 Incentive
Management
4 Skill/Knowledge 5 Capacity 6 Motivation
Performer

29. The Six Cell
Performance Engineering Model
1 Information 2 Tools/Resources 3 Incentive
Directional Hand Monetary
Confirmational Mind Barriers
4 Skill/Knowledge 5 Capacity 6 Motivation
Psychomotor Physical Survival
Cognitive Intellectual Values

30. Method II

31. Identify problem or opportunity.
• Identify the problem or opportunity
and determine the project’s scope.
– A problem is defined as a gap between
desired and actual performance.
– An opportunity occurs when current
performance is meeting standards, but
there is a chance for improvement by
expanding or making other changes.

32. Analyze problem or opportunity.
• Organizational Level Objectives
1. Develop systems picture of
organization, showing how various
functions and processes are related.
2. Analyze performance data to identify gaps
and name critical processes.

33. Analyze problem or opportunity.
• Process Level Objectives
1. Identify process steps that are not being
performed properly.
2.Determine actions required to improve
operation of the processes.
3.Identify the jobs that are crucial to the
successful operation of the processes and
need further analysis.

34. Analyze problem or opportunity
• Performer Level Objectives
– Identify the appropriate
corrective actions to improve
job outputs.

35. Design or develop appropriate
intervention
• Design and develop recommended changes and
treatments that were specified in the analysis
step. Examples include:
– Modifying organizational strategy
– Redesigning processes
– Redesigning jobs
– Designing new measurement system
– Designing new performance management system
– Designing/updating training

36. Implement and maintain.
• Successfully implement and maintain
the various solutions.
– Keys:
• Planning the sequence of implementation.
• Top management's support.

37. Evaluate.
• Gather data on performance to assess
whether the treatment(s) is producing
the desired results.
1. If treatment is successful, then tracking
continues as part of ongoing management.
OR
2. Performance/evaluation data provides additional
insight into changes required; treatment is
altered/changed and reevaluated.

38. Interventions
Source: Dean R. Spitzer, The Design and Development of High Impact
Interventions (Chapter 9, Handbook Human Performance
Technology).

39. Performance Centered Solutions
Comprehensive Solutions Using
Performance Centered Design
External Linked Integrated
Increased Time Increased Power
User Interface
Courses Language
Tutorials Advisors Metaphor
CBT
Logic Rules
Peers Reference Coaches
Task
Hotlines Help Wizards Sequencing
Court esy of Ariel P CS , 1999. Copyright .

40. Performance Centered Design
Source: Gloria Gery, Performance Support Conference
(1998), Weaving Together the Richness of Our Experience
(presentation).

41. Performance Centered Design
Source: Gloria Gery, Performance Support Conference
(1998), Weaving Together the Richness of Our Experience
(presentation).

42. A Case Study
KG PCS
Source:
INSYS 551
Sangchul Oh

43. Background
– The KG PCS sells cellular phones and maintains
telecommunication services
– The organization of this company consists of an executive
manager, managers of sales, manufacture, and engineering
departments. Also there are product manager group which
coordinates the product process.
– Engineering department coordinates job process and
develops new product. Commercial department takes sales
order.
– The product managers coordinate this workflow and they
help to produce and sale.

44. Company Biography
• Profile
– The KG PCS is an affiliate of the KG Group. The
capital of the company is US$700 million. The KG
PCS was established in 1996.
– The number of cellular phone service subscribers is
2 million at present.
– The company wants to promote its enhanced
cellular phone services.

45. Company Biography
• Vision Statement
– The KG PCS seeks to enhance the company's productivity
by improving their job skills. Also the KG PCS seeks to
establish an exclusive relationship with PCS subscribers. To
do this, the KG PCS set the vision like below:
 To lead next-generation technological development
 To seek joint growth with manufacturers
 To support and foster the growth of small and medium-size
businesses
 To provide universal services

46. Company Biography
• Mission Statement
– The goal of the KG PCS is to provide the
subscribers nation wide and quality service. To do
this, the KG PCS set the mission like below:
Nationwide service coverage
Superior call quality
Most competitive price plans
Variety and exclusiveness of value added services
User friendly service provider

47. Company Biography
• Value Statement
– The KG PCS defines its value by the firm commitment to
customer satisfaction.
• Aims and goals
 To accomplish welfare telecommunication.
 To raise the international competitiveness to a world class
level
 To gain new customers by enhancing service.
 To increase the sales with high profit

48. Problem
– The role of product manager is to coordinate the
tasks that are divided into three departments.
– As economy was recovered, the sales order was
increased rapidly. Product managers asked the
manufacturing department to product the sales
order as much as the commercial department took.
– The amount was beyond the capacity of
manufacturing department. So manufacturing
department could not produce the amount on due
date. It leaded to loss of a lot of money in KG PCS.

49. Intervention
• Data
– Provide product managers with information about
market analysis. Actual records help them forecast
the appropriate amount of product
• Incentives
– Provide them authority to control the departments.
The product managers will be confident of their
jobs if they aware that they have the right to
control each department.

50. Intervention
• Knowledge
– Provide them decision making simulation system
to practice forecasting future market trends.
Provide them job aids about their coordination and
investigation skills
• Capacity
– Select product managers who have long
experience related to the task.

51. Intervention
• Motives
– Provide them with chance to promote in
accordance with their task results.

52. Intervention
• At the policy level
• mission
– provide the superior quality service to the customers
• The role of product managers
– is to coordinate each department’ needs and to match the
sales orders with the amount of the manufacturing product.
• The lack of real data
– caused the product managers not to match the sales order with
the amount of the product.
– So a great deal of sales loss happened.

53. Intervention
• The problem can be solved if the
product manager have the actual data
to analyze the current market trends.
Also the training program is needed.

54. Intervention
– At the strategy level
• provide the product manager proper information on
inventory management
• They don’t have any accountability for their work.
They don’t have experiences in the area. It is because
most of the selected are from many other departments.
They don’t have sufficient careers in the coordinate
fields.
• They need more affluent resources to manage and
coordinate the inventory systems.

55. Intervention
• Tactical level
• The product managers are lack of confidence because
the company does not provide them authority to control
the product process.
• They do not believe that they can coordinate several
departments because they have not possessed the right
to control each department.
• Provide them authority to control the departments.
The product managers will be confident of their
jobs if they aware that they have the right to control
each department.

56. End of Case Study
Source:
INSYS 551
Sangchul Oh

57. HPT Challenges
Challenges:
• Management typically searches for a
quick fix and prefer simple answers and
simple solutions.
• Management appears to need changes
and improvements to be packaged and
conveyed as a "program"; HP treatments
seldom fit neatly into a "program".

58. HPT Approach
• Let’s take our first example again. Wearing
your HPT :
– What would be your approach to this scenario?
– What intervention(s) would you likely recommend?
• An outside organization is contracted to help market and
sell your company’s products. The contractor is not
familiar with the products. The internal marketing
organization has come to us with a request to develop sales
training for this contractor. Since our services are often
undersold in contracts, we see this as opportunity to help
the company and our department.

59. Current Approach & HPT
• Let’s compare/contrast our current
approach and the HPT approach
– How are they similar?
– How are they different?

60. Intervention
Performance Analysis Selections and Design
Appraisal Systems
Career Development
Organizational Desired Cause Analysis Coaching
Mission, Strategy & Workforce Culture Change
Lack of: Compensation
Goals Performance
•Consequences, Documentation
Environmental
Incentives and
Factors
Rewards Health/Wellness
•Data, Information Information Systems
and Feedback Job Aids
Gap •Environmental Job/Work Design
Leadership
Support,
Organizational
Resources and
Design
Tools Performance Support
•Individual Staffing
Capacity Supervision
Work, Organizational, Actual State of
•Motives and Team Building
and Competitive Workforce Expectations Training & Education
and others
Environment Performance •Skills and
Knowledge
Implementation and
Evaluation
Change Management

61. Blount (1980) Says:
• “I believe that the untapped and
unapplied proven potential for
improvement in our business, in our
people, in our products, in our service, in
our customer relations through human
performance technology is absolutely
awesome.”

62. jalasayanan@gmail.com
Improved human performance can result in
dramatic increases in productivity and worker’s
satisfaction.
Go for it.
Thanks for being with me
today!