the dynamic principles of human performance technology
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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?