the dynamic principles of human performance technology

The Dynamic Principles of The Dynamic Principles of Human Performance Human Performance

TechnologyTechnology

Joanne ReinMember

Key Principles of HPT

• What are the key principles of human performance technology (HPT)?

HPTHPT

?? ?? ????

Key Principles of HPT

• What are the key principles of human performance technology (HPT)?

HPTHPT

FocusFocusonon

ResultsResults ?? ????

Key Principles of HPT

• What are the key principles of human performance technology (HPT)?

HPTHPT

FocusFocusOnOn

ResultsResults ?? ??TakeTake

SystemsSystemsViewpointViewpoint

Key Principles of HPT

• What are the key principles of human performance technology (HPT)?

HPTHPT

FocusFocusonon

ResultsResults

AddAddValueValue ??

TakeTakeSystemsSystems

ViewpointViewpoint

Key Principles of HPT

• What are the key principles of human performance technology (HPT)?

HPTHPT

FocusFocusonon

ResultsResults

AddAddValueValue

EstablishEstablishPartnershipsPartnerships

TakeTakeSystemsSystems

ViewpointViewpoint

Key Principles of HPT

• Focus on results– Customize intervention

• Take systems viewpoint– Consider all aspects

• Add value– Make a difference

• Establish partnerships– Communicate

Key Principles of HPT

• Focus on results– Customize intervention

• Take systems viewpoint– Consider all aspects

• Add value– Make a difference

• Establish partnerships– Communicate

Key Principles of HPT

• Focus on results– Customize intervention

• Take systems viewpoint– Consider all aspects

• Add value– Make a difference

• Establish partnerships– Communicate

Key Principles of HPT

• Focus on results– Customize intervention

• Take systems viewpoint– Consider all aspects

• Add value– Make a difference

• Establish partnerships– Communicate

HPT Dynamics

• Systematic process– Nonlinear– Diverse

• Systems approach– Organizational setting– Individual requirements

HPT Dynamics

• Systematic process– Nonlinear– Diverse

• Systems approach– Organizational setting– Individual requirements

HPT Dynamics

• Dynamic principles– Systematic process– Systems approach

• Focus on results• Take systems viewpoint• Add value• Establish partnership

HPT Dynamics

• Dynamic principles– Sytematic process– Systems approach

• Focus on results• Take systems viewpoint• Add value• Establish partnerships

HPT Dynamics

• Dynamic principles– Sytematic process– Systems approach

• Focus on results• Take systems viewpoint• Add value• Establish partnerships

HPT Dynamics

• Dynamic principles– Sytematic process– Systems approach

• Focus on results• Take systems viewpoint• Add value• Establish partnerships

HPT Dynamics

• Dynamic principles– Sytematic process– Systems approach

• Focus on results• Take systems viewpoint• Add value• Establish partnerships

Key Principles of HPT

• Focus on results

• Take systems viewpoint

• Add value

• Establish partnerships

Results-driven

• How do HPT professionals focus on results?

??

ResultsResults

??

Results-driven

• How do HPT professionals focus on results?– Link HPT to business

• Needs• Goals

NeedsNeeds

ResultsResults

??

Results-driven

• How do HPT professionals focus on results?– Link HPT to business

• Needs• Goals

NeedsNeeds

ResultsResults

GoalsGoals

Results-driven

• More than one viewpoint– All-inclusive

• Forward-looking• Individualized

application of principles

Results-driven

• More than one viewpoint– All-inclusive

• Forward-looking• Individualized

application of principles

Results-driven

• More than one viewpoint– All-inclusive

• Forward-looking• Individualized

application of principles

3

1

2

Key Principles of HPT

• Focus on results

• Take systems viewpoint

• Add value

• Establish partnerships

Systems Viewpoint

• What does a systems viewpoint take into consideration?

SystemSystem

?? ?? ??

Systems Viewpoint

• What does a systems viewpoint take into consideration?– Worker– Process– Organization

SystemSystem

WorkerWorker ?? ??

Systems Viewpoint

• What does a systems viewpoint take into consideration?– Worker– Process– Organization

SystemSystem

WorkerWorker ProcessProcess ??

Systems Viewpoint

• What does a systems viewpoint take into consideration?– Worker– Process– Organization

SystemSystem

WorkerWorker ProcessProcess OrganizationOrganization

Key Principles of HPT

• Focus on results

• Take systems viewpoint

• Add value

• Establish partnerships

Value-added Solutions

• What is a value-added solution?

Before HPTBefore HPTSolutionSolution

Value-added Solutions

• What is a value-added solution?– Add value to the

organization• Make a difference

After HPTAfter HPTSolutionSolution

Before HPTBefore HPTSolutionSolution

Value-added Solutions

• What is a value-added solution?– Add value to the

organization• Make a difference

After HPTAfter HPTSolutionSolution

Before HPTBefore HPTSolutionSolution

Value-added Solutions

• Customized assessment of human performance

• Not pre-packaged business productivity solutions

Key Principles of HPT

• Focus on results

• Take systems viewpoint

• Add value

• Establish partnerships

Partnerships

• What partnerships are effective in HPT?

PartnershipsPartnerships

?? ??

Partnerships

• What partnerships are effective in HPT?– Clients – Other HPI

professionals

PartnershipsPartnerships

ClientsClients ??

Partnerships

• What partnerships are effective in HPT?– Clients – Other HPI

professionals

PartnershipsPartnerships

ClientsClients Other HPIOther HPIProfessionalsProfessionals

Partnerships

• Share– Creativity– Knowledge– Skills– Successes

Creativity

Successes Skills

Knowledge

Partnerships

• Share– Creativity– Knowledge– Skills– Successes

Creativity

Successes Skills

Knowledge

Partnerships

• Share– Creativity– Knowledge– Skills– Successes

Creativity

Successes Skills

Knowledge

Partnerships

• Share– Creativity– Knowledge– Skills– Successes

Creativity

Successes Skills

Knowledge

Partnerships

• Share– Creativity– Knowledge– Skills– Successes

Creativity

Successes Skills

Knowledge

HPT Dynamics

• How is HPT

a systematic process?

• How is HPT

a systems approach?

HPT Dynamics

Systematic ProcessSystematic ProcessHPT Body of KnowledgeHPT Body of Knowledge Grounded TheoryGrounded Theory

Tiered hierarchically Tiered hierarchically

Accessed as needed Accessed as needed

Searched systematically Applied systematically

HPT Dynamics

Systematic ProcessSystematic ProcessHPT Body of KnowledgeHPT Body of Knowledge Grounded TheoryGrounded Theory

Tiered hierarchically Tiered hierarchically

Accessed as needed Accessed as needed

Searched systematically Applied systematically

HPT Dynamics

Canon

Peer-reviewed

Everything Else

• Tiered hierarchically

Canon

Peer-reviewed

Grounded TheoryHPT Body of Knowledge

HPT Dynamics

Systematic ProcessSystematic ProcessHPT Body of KnowledgeHPT Body of Knowledge Grounded TheoryGrounded Theory

Tiered hierarchically Tiered hierarchically

Accessed as needed Accessed as needed

Searched systematically Applied systematically

HPT Dynamics

• Accessed as needed

Canon

EverythingElse

Peer-reviewed

CanonPeer-reviewed

Grounded TheoryHPT Body of Knowledge

HPT Dynamics

Systematic ProcessSystematic ProcessHPT Body of KnowledgeHPT Body of Knowledge Grounded TheoryGrounded Theory

Tiered hierarchically Tiered hierarchically

Accessed as needed Accessed as needed

Searched systematically Applied systematically

HPT Dynamics

• HPT body of knowledge– Searched

systematically

• Grounded theory– Applied

systematically

EverythingElse

Peer-reviewed

Canon

Peer-reviewed

Canon

HPT Dynamics

• How is HPT

a systematic process?

• How is HPT

a systems approach?

HPT Dynamics

• Take systems viewpoint– Provide

comprehensive analysis

? ?

?

ComprehensiveAnalysis

HPT Dynamics

• Take systems viewpoint– Provide

comprehensive analysis

• Organization• Process• Worker

? ?

Organization

ComprehensiveAnalysis

HPT Dynamics

• Take systems viewpoint– Provide

comprehensive analysis

• Organization• Process• Worker

? Process

Organization

ComprehensiveAnalysis

HPT Dynamics

• Take systems viewpoint– Provide

comprehensive analysis

• Organization• Process• Worker

Worker Process

Organization

ComprehensiveAnalysis

HPT Dynamics

• Systematic process

• Systems approach

HPT Dynamics

• Systematic process

• Systems approach

HPT Dynamics

• HPT mindset– Systematic process

• Micro analysis

– Systems approach• Macro analysis

The Nine Performance Variables

The 3 Levels of The 3 Levels of PerformancePerformance

The 3 Performance NeedsThe 3 Performance Needs

GoalsGoals DesignDesign ManagementManagement

Organization LevelOrganization Level Organization Goals Organization DesignOrganization Management

Process LevelProcess Level Process Goals Process Design Process Management

Job/Performer Job/Performer LevelLevel

Job Goals Job Design Job Management

Table 1. The Nine Performance Variables. Rummler, G. A. & Brache, A. P. (1995). Improving performance; How to manage the white space on the organization chart (2nd ed.) San Francisco: Jossey-Bass.

The Nine Performance Variables

The 3 Levels of The 3 Levels of PerformancePerformance

The 3 Performance NeedsThe 3 Performance Needs

GoalsGoals DesignDesign ManagementManagement

Organization LevelOrganization Level Organization Goals Organization DesignOrganization Management

Process LevelProcess Level Process Goals Process Design Process Management

Job/Performer Job/Performer LevelLevel

Job Goals Job Design Job Management

Table 1. The Nine Performance Variables. Rummler, G. A. & Brache, A. P. (1995). Improving performance; How to manage the white space on the organization chart (2nd ed.) San Francisco: Jossey-Bass.

The Nine Performance Variables

The 3 Levels of The 3 Levels of PerformancePerformance

The 3 Performance NeedsThe 3 Performance Needs

GoalsGoals DesignDesign ManagementManagement

Organization LevelOrganization Level Organization Goals Organization DesignOrganization Management

Process LevelProcess Level Process Goals Process Design Process Management

Job/Performer Job/Performer LevelLevel

Job Goals Job Design Job Management

Table 1. The Nine Performance Variables. Rummler, G. A. & Brache, A. P. (1995). Improving performance; How to manage the white space on the organization chart (2nd ed.) San Francisco: Jossey-Bass.

The Nine Boxes Model

GoalsGoals DesignDesign ManagementManagement

Organization Organization Strategy, Operating Plans, & Metrics

Organization Structure & Overall Business Model

Performance Review Practices & Management Culture

Process Process

Customer & Business Requirements

Process Design, Systems Design, & Workspace Design

Process Ownership, Process Management, & Continuous Improvement

Performer Performer

Job Specifications, Performance Metrics, & Individual Development Plans

Job Roles And Responsibilities, Skill Requirements, Procedures, Tools, & Training

Performance Feedback, Consequences, Coaching, & Support

Table 2. The Nine Boxes Model. Rummler-Brache Group (n.d.). Improving business processes, strategies and capabilities. Retrieved November 26, 2008, from http://www.rummler-brache.com/the-nine-boxes-model

The Nine Boxes Model

GoalsGoals DesignDesign ManagementManagement

Organization Organization Strategy, Operating Plans, & Metrics

Organization Structure & Overall Business Model

Performance Review Practices & Management Culture

Process Process

Customer & Business Requirements

Process Design, Systems Design, & Workspace Design

Process Ownership, Process Management, & Continuous Improvement

Performer Performer

Job Specifications, Performance Metrics, & Individual Development Plans

Job Roles And Responsibilities, Skill Requirements, Procedures, Tools, & Training

Performance Feedback, Consequences, Coaching, & Support

Table 2. The Nine Boxes Model. Rummler-Brache Group (n.d.). Improving business processes, strategies and capabilities. Retrieved November 26, 2008, from http://www.rummler-brache.com/the-nine-boxes-model

The Nine Boxes Model

GoalsGoals DesignDesign ManagementManagement

Organization Organization Strategy, Operating Plans, & Metrics

Organization Structure & Overall Business Model

Performance Review Practices & Management Culture

Process Process

Customer & Business Requirements

Process Design, Systems Design, & Workspace Design

Process Ownership, Process Management, & Continuous Improvement

Performer Performer

Job Specifications, Performance Metrics, & Individual Development Plans

Job Roles And Responsibilities, Skill Requirements, Procedures, Tools, & Training

Performance Feedback, Consequences, Coaching, & Support

Table 2. The Nine Boxes Model. Rummler-Brache Group (n.d.). Improving business processes, strategies and capabilities. Retrieved November 26, 2008, from http://www.rummler-brache.com/the-nine-boxes-model

The 4 Levels of Performance

LevelLevel Performance Performance Unit of Analysis (System)Unit of Analysis (System) Intervention Tools (Design & Intervention Tools (Design & Technology)Technology)

Work Work EnvironmentEnvironment

Business Performance

• Business Performance System (Condition,

Input, Process, Output, Feedback, &

Consequence)

• System Variables: Brand Value, Product Or

Service Positioning, Market Strategy, Vision

& Mission, & So On

• Business Design: Vision Design, Innovation

Design, Mergers, & Acquisitions

• Business Technology: Market Opportunity

Analysis, Future Research & Simulation, &

Positioning & Promotion Strategy

WorkplaceWorkplaceOrganization Performance

• Organization Performance System

(Condition, Input, Process, Output,

Feedback, & Consequence)

• System Variables: Organizational

Structure, Culture, & Ergonomics

• Organization Design: Culture Change,

Workplace Design, & Restructuring

• Organizational Technology: Organizational

Development, Financial Management, &

Communities of Practice

Work ProcessWork ProcessProcess Performance

• Process Performance System (Condition,

Input, Process, Output, Feedback, &

Consequence)

• System Variables: Communication, Supply

Chain, & Production

• Process Design: Electronic Performance

Support Systems, Reengineering, &

Outsourcing

• Process Technology: Process Mapping,

Knowledge Management, & Financial

Accounting

WorkerWorkerHuman Performance

• Human Performance System (Condition,

Input, Process, Output, Feedback, &

Consequence)

• System Variables: Skills, Knowledge,

Competency, Motivation, & Leadership

• Leadership Design: Mental Model, Capacity

Building, & Incentive System

• Leadership Technology: Training, Job Aid,

Performance Appraisal, Leadership

Development, Career Consulting, & Mentoring

Table 3. The Four Levels of Performance Framework. Jang, H. Y. (2008). Reconsidering human performance technology [Electronic version]. Performance improvement, 47(6), 29. DOI: 10.1002/pfi.20006.

The 4 Levels of Performance

LevelLevel Performance Performance Unit of Analysis (System)Unit of Analysis (System) Intervention Tools (Design & Intervention Tools (Design & Technology)Technology)

Work Work EnvironmentEnvironment

Business Performance

• Business Performance System (Condition,

Input, Process, Output, Feedback, &

Consequence)

• System Variables: Brand Value, Product Or

Service Positioning, Market Strategy, Vision

& Mission, & So On

• Business Design: Vision Design, Innovation

Design, Mergers, & Acquisitions

• Business Technology: Market Opportunity

Analysis, Future Research & Simulation, &

Positioning & Promotion Strategy

WorkplaceWorkplaceOrganization Performance

• Organization Performance System

(Condition, Input, Process, Output,

Feedback, & Consequence)

• System Variables: Organizational

Structure, Culture, & Ergonomics

• Organization Design: Culture Change,

Workplace Design, & Restructuring

• Organizational Technology: Organizational

Development, Financial Management, &

Communities of Practice

Work ProcessWork ProcessProcess Performance

• Process Performance System (Condition,

Input, Process, Output, Feedback, &

Consequence)

• System Variables: Communication, Supply

Chain, & Production

• Process Design: Electronic Performance

Support Systems, Reengineering, &

Outsourcing

• Process Technology: Process Mapping,

Knowledge Management, & Financial

Accounting

WorkerWorkerHuman Performance

• Human Performance System (Condition,

Input, Process, Output, Feedback, &

Consequence)

• System Variables: Skills, Knowledge,

Competency, Motivation, & Leadership

• Leadership Design: Mental Model, Capacity

Building, & Incentive System

• Leadership Technology: Training, Job Aid,

Performance Appraisal, Leadership

Development, Career Consulting, & Mentoring

Table 3. The Four Levels of Performance Framework. Jang, H. Y. (2008). Reconsidering human performance technology [Electronic version]. Performance improvement, 47(6), 29. DOI: 10.1002/pfi.20006.

The 4 Levels of Performance

LevelLevel Performance Performance Unit of Analysis (System)Unit of Analysis (System) Intervention Tools (Design & Intervention Tools (Design & Technology)Technology)

Work Work EnvironmentEnvironment

Business Performance

• Business Performance System (Condition,

Input, Process, Output, Feedback, &

Consequence)

• System Variables: Brand Value, Product Or

Service Positioning, Market Strategy, Vision

& Mission, & So On

• Business Design: Vision Design, Innovation

Design, Mergers, & Acquisitions

• Business Technology: Market Opportunity

Analysis, Future Research & Simulation, &

Positioning & Promotion Strategy

WorkplaceWorkplaceOrganization Performance

• Organization Performance System

(Condition, Input, Process, Output,

Feedback, & Consequence)

• System Variables: Organizational

Structure, Culture, & Ergonomics

• Organization Design: Culture Change,

Workplace Design, & Restructuring

• Organizational Technology: Organizational

Development, Financial Management, &

Communities of Practice

Work ProcessWork ProcessProcess Performance

• Process Performance System (Condition,

Input, Process, Output, Feedback, &

Consequence)

• System Variables: Communication, Supply

Chain, & Production

• Process Design: Electronic Performance

Support Systems, Reengineering, &

Outsourcing

• Process Technology: Process Mapping,

Knowledge Management, & Financial

Accounting

WorkerWorkerHuman Performance

• Human Performance System (Condition,

Input, Process, Output, Feedback, &

Consequence)

• System Variables: Skills, Knowledge,

Competency, Motivation, & Leadership

• Leadership Design: Mental Model, Capacity

Building, & Incentive System

• Leadership Technology: Training, Job Aid,

Performance Appraisal, Leadership

Development, Career Consulting, & Mentoring

Table 3. The Four Levels of Performance Framework. Jang, H. Y. (2008). Reconsidering human performance technology [Electronic version]. Performance improvement, 47(6), 29. DOI: 10.1002/pfi.20006.

The 4 Levels of Performance

LevelLevel Performance Performance Unit of Analysis (System)Unit of Analysis (System) Intervention Tools (Design & Intervention Tools (Design & Technology)Technology)

Work Work EnvironmentEnvironment

Business Performance

• Business Performance System (Condition,

Input, Process, Output, Feedback, &

Consequence)

• System Variables: Brand Value, Product Or

Service Positioning, Market Strategy, Vision

& Mission, & So On

• Business Design: Vision Design, Innovation

Design, Mergers, & Acquisitions

• Business Technology: Market Opportunity

Analysis, Future Research & Simulation, &

Positioning & Promotion Strategy

WorkplaceWorkplaceOrganization Performance

• Organization Performance System

(Condition, Input, Process, Output,

Feedback, & Consequence)

• System Variables: Organizational

Structure, Culture, & Ergonomics

• Organization Design: Culture Change,

Workplace Design, & Restructuring

• Organizational Technology: Organizational

Development, Financial Management, &

Communities of Practice

Work ProcessWork ProcessProcess Performance

• Process Performance System (Condition,

Input, Process, Output, Feedback, &

Consequence)

• System Variables: Communication, Supply

Chain, & Production

• Process Design: Electronic Performance

Support Systems, Reengineering, &

Outsourcing

• Process Technology: Process Mapping,

Knowledge Management, & Financial

Accounting

WorkerWorkerHuman Performance

• Human Performance System (Condition,

Input, Process, Output, Feedback, &

Consequence)

• System Variables: Skills, Knowledge,

Competency, Motivation, & Leadership

• Leadership Design: Mental Model, Capacity

Building, & Incentive System

• Leadership Technology: Training, Job Aid,

Performance Appraisal, Leadership

Development, Career Consulting, & Mentoring

Table 3. The Four Levels of Performance Framework. Jang, H. Y. (2008). Reconsidering human performance technology [Electronic version]. Performance improvement, 47(6), 29. DOI: 10.1002/pfi.20006.

The Organizational Scan

ConditionCondition ProcessProcess OutcomesOutcomes

Organization LevelOrganization Level

Strategy, Structure

Mission, strategy

External business drivers

Functional grouping

Budget/decision authority

Systems

Degree of centralization

Consistency of operations

Flexibility

Organizational Results

Satisfaction of investors

Satisfaction of societal

stakeholders

Measures of success

Goal alignment with mission

People LevelPeople Level

Climate Practices

Company values, individual values

Management/leadership practices

Team norms

Ethics, integrity

Performance Requirements

Skills, knowledge

Job aids/references

Selection

Conference

Motivation, Feedback

Satisfaction of employees

Frequency, timing, form

Rewards and recognition

Expectations

Work LevelWork Level

Environment, Resources

Physical environment

Tools, materials, information

Support personnel/services

Accessibility of resources

Workload, demands

Methods

Allocation of functions

Processes, procedures

Work flow

Duplication/gaps

Products, Services

Satisfaction of customers

Productivity levels

Standards/criteria

Quality of product delivery

Table 4. Organizational Scan. Tosti, D., & Jackson, S. D. (1997). The organizational scan. Performance Improvement, 36(10), 22-26.

The Organizational Scan

ConditionCondition ProcessProcess OutcomesOutcomes

Organization LevelOrganization Level

Strategy, Structure

Mission, strategy

External business drivers

Functional grouping

Budget/decision authority

Systems

Degree of centralization

Consistency of operations

Flexibility

Organizational Results

Satisfaction of investors

Satisfaction of societal

stakeholders

Measures of success

Goal alignment with mission

People LevelPeople Level

Climate Practices

Company values, individual values

Management/leadership practices

Team norms

Ethics, integrity

Performance Requirements

Skills, knowledge

Job aids/references

Selection

Conference

Motivation, Feedback

Satisfaction of employees

Frequency, timing, form

Rewards and recognition

Expectations

Work LevelWork Level

Environment, Resources

Physical environment

Tools, materials, information

Support personnel/services

Accessibility of resources

Workload, demands

Methods

Allocation of functions

Processes, procedures

Work flow

Duplication/gaps

Products, Services

Satisfaction of customers

Productivity levels

Standards/criteria

Quality of product delivery

Table 4. Organizational Scan. Tosti, D., & Jackson, S. D. (1997). The organizational scan. Performance Improvement, 36(10), 22-26.

The Organizational Scan

ConditionCondition ProcessProcess OutcomesOutcomes

Organization LevelOrganization Level

Strategy, Structure

Mission, strategy

External business drivers

Functional grouping

Budget/decision authority

Systems

Degree of centralization

Consistency of operations

Flexibility

Organizational Results

Satisfaction of investors

Satisfaction of societal

stakeholders

Measures of success

Goal alignment with mission

People LevelPeople Level

Climate Practices

Company values, individual values

Management/leadership practices

Team norms

Ethics, integrity

Performance Requirements

Skills, knowledge

Job aids/references

Selection

Conference

Motivation, Feedback

Satisfaction of employees

Frequency, timing, form

Rewards and recognition

Expectations

Work LevelWork Level

Environment, Resources

Physical environment

Tools, materials, information

Support personnel/services

Accessibility of resources

Workload, demands

Methods

Allocation of functions

Processes, procedures

Work flow

Duplication/gaps

Products, Services

Satisfaction of customers

Productivity levels

Standards/criteria

Quality of product delivery

Table 4. Organizational Scan. Tosti, D., & Jackson, S. D. (1997). The organizational scan. Performance Improvement, 36(10), 22-26.

Summary

“One sign of a vibrant and healthy discipline is the ability to tap into new developments, innovate, and also capture insights from other fields. . .The last decade has seen a tremendous expansion in the number of performance consultants as well as new ways in which the performance field has evolved”

Joe Willmore

Summary

• Key principles of HPT– Focus on results– Take systems

viewpoint– Add value– Establish partnerships

• HPT dynamics– Systematic process– Systems approach

Focuson

Results

EstablishPartnerships

AddValue

TakeSystems

Viewpoint

Summary

• Key principles of HPT– Focus on results– Take systems

viewpoint– Add value– Establish partnerships

• HPT dynamics– Systematic process– Systems approach

Focuson

Results

EstablishPartnerships

AddValue

TakeSystems

Viewpoint

Summary

• Key principles of HPT– Focus on results– Take systems

viewpoint– Add value– Establish partnerships

• HPT dynamics– Systematic process– Systems approach

Focuson

Results

EstablishPartnerships

AddValue

TakeSystems

Viewpoint

Summary

• Key principles of HPT– Focus on results– Take systems

viewpoint– Add value– Establish partnerships

• HPT dynamics– Systematic process– Systems approach

Focuson

Results

EstablishPartnerships

AddValue

TakeSystems

Viewpoint

Summary

• Key principles of HPT– Focus on results– Take systems

viewpoint– Add value– Establish partnerships

• HPT dynamics– Systematic process– Systems approach

Focuson

Results

EstablishPartnerships

AddValue

TakeSystems

Viewpoint

Summary

• Key principles of HPT– Focus on results– Take systems

viewpoint– Add value– Establish partnerships

• HPT dynamics– Systematic process– Systems approach

Focuson

Results

EstablishPartnerships

AddValue

TakeSystems

Viewpoint

Summary

• Key principles of HPT– Focus on results– Take systems

viewpoint– Add value– Establish partnerships

• HPT dynamics– Systematic process– Systems approach

Focuson

Results

EstablishPartnerships

AddValue

TakeSystems

Viewpoint

Summary

• Key principles of HPT– Focus on results– Take systems

viewpoint– Add value– Establish partnerships

• HPT dynamics– Systematic process– Systems approach

Focuson

Results

EstablishPartnerships

AddValue

TakeSystems

Viewpoint

References

Addison, R. M., & Haig, C. (2006). The performance architect’s essential guide to the performance technology landscape. In J. A. Pershing (Ed.). Handbook of human performance technology: Principles, practices, and potential (3rd ed.). San Francisco: Pfeiffer.

Jang, H. Y. (2008). Reconsidering human performance technology [Electronic version]. Performance improvement, 47(6), 26. DOI: 10.1002/pfi.20006.

References

Rummler, G. A., & Brache, A. P. (1995). Improving performance; How to manage the white space on the organization chart (2nd ed.) San Francisco: Jossey-Bass.

Rummler-Brache Group (n.d.). Improving business processes, strategies and capabilities. Retrieved November 26, 2008, from http://www.rummler-brache.com/the-nine-boxes-model

References

Tosti, D., & Jackson, S. D. (1997). The organizational scan. Performance Improvement, 36(10), 22-26.

Willmore, J. (2008). The evolution of human performance improvement. In Biech (Ed.), Handbook for Workplace Learning Professionals (pp. 33-46). ASTD Press.

Questions?