Human Performance Technology (HPT) is a systematic approach aimed at improving productivity and competence by analyzing observable workplace behaviors, linking them to environmental factors, and implementing effective interventions. It involves identifying the true reasons for performance issues, selecting appropriate solutions, and evaluating their effectiveness. HPT applies to various levels and contexts, encompassing diverse intervention categories including training, organizational development, and feedback systems.

1. Overview:
Human Performance Technology (HPT)
Teknologi Kinerja Manusia (TKM)

2. Why we study of Human Performance
Technology…
The definition of Educational Technology
is the study and ethical practice of
facilitating learning and improving
performance by creating, using, and
managing appropriate technological
processes and resources.
(The AECT Standards 2012)

4. Ruang Lingkup TP
• Lower
• Midle
• Upper
• Adavanced Level
• Ordinary Level
• Aplikasi Pembelajaran
• AI

5. Why we study of Human Performance
Technology…
Instrumental
Input
Environmental
Input
Raw
Input
EFISIENSI INTERNAL
(Supply Side)
EFISIENSI EKSTERNAL
(Demand Side)

7. Common Performance
Expressions
Performance Improvement
is the goal or benefit of
focusing on individual
and organizational change
and business results.
Performance Consulting is
the service or practice of
providing advice,
leadership, support and
direction to the
performance improvement
process.
Rosenberg (1998)

8. Common Performance
Expressions, continued
• Performance Technology is the process and
tools used to solve human performance problems
or to realize performance improvement
opportunities.
Rosenberg: (1998)

9. What is
Human Performance Technology?
HPT is a systematic approach to improving
productivity and competence. It is a set
of methods, procedures, and strategies
for solving problems and seizing
opportunities related to the performance
of people.
ISPI: 2001

10. Many factors impact individual performance…to
help prescribe the right solution(s), it is important
to identify all of those factors that may affect the
performance problem or opportunity.

11. Human Performance Technology
Combines 3 Fundamental Processes…

12. … To Produce these Outcomes
 Analyze observable workplace behavior
 Link behaviors with related environmental
factors
 Determine the causes of both exemplary and
problem behaviors
 Design possible solutions called
interventions
 Monitor and measure the results to
determine the effectiveness of the
implemented interventions

13. Fundamental Principles of Human
Performance Technology

14. Why Apply
Human Performance Technology?
 Identify the “real” reasons why people aren’t
performing as expected
 Match appropriate solutions to performance
problems or opportunities
 Select solutions that are both practical and
cost effective

15. Human Performance Technology
is Appropriate When ….
 You’ve been asked to implement a training
solution
 You’ve been asked to help with a
performance issue
 You’ve been asked to help in implementing a
change that will have a major impact on a
group of performers

16. Is Human Performance Technology the
same as Training Needs Assessment?
Proposed
Training
Program

17. “The danger in leaping from apparent
problem to apparent solution is that
large amounts of time and money can
be spent in throwing training at a
problem that training cannot solve. You
need to dig a little deeper. That is why
a procedure (like Human Performance
Technology) is important to those who
actually want to solve problems – rather
than just talk about them.”
Robert F. Mager

18. Components of Rummler’s
Human Performance System
Input Consequences
Feedback Performer
Output
Input Performer Output
Consequences
Feedback

19. Input
 Clear or sufficiently
recognizable indications of
the need to perform
 Minimal interference from
incompatible or
extraneous demands
 Necessary resources
(budget, personnel,
equipment) to perform

20. Performer
 Necessary
understanding and skill
to perform
 Capacity to perform,
both physically and
emotionally
 Willingness to perform
(given the incentives
available)

21. Output
Adequate and
appropriate criteria
(standards) with
which to judge
successful
performance.
Accuracy
Speed
Production

22. Consequences
 Sufficient positive
consequences
(incentives) to
perform
 Few, if any, negative
consequences
(disincentives) to
perform

23. Feedback
Frequent and relevant
feedback as to how
well (or how poorly)
the job is being
performed

24. How Do You Apply
Human Performance Technology?
1. Conduct a Performance Analysis.
2. Conduct a Cause Analysis.
3. Select and implement the
appropriate intervention(s).

25. Conducting a Performance Analysis
 Understand the performance issue that is
being addressed and verify agreement
 Collect data on current performance
 Compare current performance to desired
performance
 Determine the performance gap

26. Conducting a Cause Analysis
 Identify causes for the performance gap
 Don’t jump to conclusions!
 If needed, gather more data

27. Areas for Cause Analysis
 Input
 Performer
 Output
 Consequences
 Feedback

28. Intervention
An intervention is an:
 activity
 process
 event or
 system
designed to correct the problem or change the
situation and improve performance.

29. Selecting and Implementing the
Appropriate Intervention(s)
 Identify criteria that the intervention(s) must fit such as:
Cost
Time
Quality
 Select the interventions(s) that best fit the criteria and
improve performance
 Propose the intervention(s) to the client and gain
commitment to implement
 Implement the intervention(s)
 Evaluate the effectiveness of the intervention(s)

30. Categories of
Performance Interventions
 Career Development
 Communications
 Documentation &
Standards
 Ergonomics & Human
Factors
 Feedback Systems
 Financial Systems
 Human Dev. Systems
 Industrial Engineering
 Information Systems
 Instructional Systems
Hutchison & Stein: 1998
 Job/Workflow Design
 Labor Relations Systems
 Management Practices
 Measures & Evaluation
Systems
 Organizational
Anthropology
 Organizational
Design/Development
 Quality Improvement
 Resource Systems
 Selection Systems
 Reward/Recognition
Systems
INSTRUCTIONAL INTERVENTION NON INSTRUCTIONAL INTERVENTION

31. Let’s apply what we’ve learned
about HPT …

32. CPT Standards of Performance
Technology
 Focus on results
 Look at situations
systemically
 Add value
 Utilize partnerships &
collaborate
 Systematic:
 Assessment
 Analysis
 Design
 Development
 Implementation
 Evaluation

33. HPT Case Study
 Client: Customer Service Marketing Department
 Imperative: “Enhance the customer experience
while increasing service revenues by offering
additional services and products”
 Success Factors & Core Requirements
 Interventions: Workplace, Work, & Worker

34. P.S.
Closing Thoughts About
Human Performance Technology
 Brings a systems approach to diagnosing
performance
 Recognizes that organizational performance
factors have as much impact as individual
performance factors
 Promotes the brokering of effective solutions

35. KESIMPULAN
• Teknologi Kinerja adalah serangkaian
metode, prosedur dan strategi yang
sistematis untuk memecahkan masalah
atau menyadari peluang/kesempatan
yang berkaitan dengan kinerja orang-
orang dan organisasi.
• Kegiatan tersebut dapat diaplikasikan
baik untuk level individual, kelompok
kecil, tim, atau organisasi besar.

36. KESIMPULAN
• Bentuk-bentuk intervensi/solusinya dapat dilakukan
dalam bentuk informasi, komunikasi, pengembangan
organisasi, pelatihan, work/job design, manajemen
kinerja, rekayasa lingkungan, ergonomic, feedback
system, reward, coaching, perubahan budaya,
electronic support system, dan lain-lain.
• Teknolog kinerja sama seperti dokter. Mulai
melakukan diagnosa masalah secara sistematis dan
menyeluruh. Kemudian menyimpulkan inti penyebab
masalah (penyakit). Untuk kemudian membuat resep
pengobatannya seperti apa.

37. KESIMPULAN
• Bentuk-bentuk intervensi/solusinya dapat dilakukan dalam
bentuk informasi, komunikasi, pengembangan organisasi,
pelatihan, work/job design, manajemen kinerja, rekayasa
lingkungan, ergonomic, feedback system, reward, coaching,
perubahan budaya, electronic support system, dan lain-lain.
• Teknolog kinerja beperan dalam mendiagnosa
permasalahan kinerja dalam suatu organisasi, kemudian
menyimpulkan inti penyebab menurunnya kinerja secara
holistik, dan kemudian merekomendasikan, merancang,
melaksanakan, dan mengevaluasi serta memonitor
pelaksanaan intervensi atau solusi.

38. KESIMPULAN
• Bentuk-bentuk solusi dapat bermacam-macam
dan dapat bersifat instruksional seperti
pelatihan, distance learning, dan sejenisnya
maupun yang bersifat non-instruksional seperti
perubahan budaya, pemanfaatan electronic
support system, insentif, dan lain-lain.

39. THANKS