Introduction to Human Performance Technology

1. Introduction to Human Performance Technology Put the facilitator’s name here Put ISPI contact here Judy@ispi.org

2. Worker Work Workplace People Processes Environment Internal & external HPT is the discipline of Improving Individual & Organizational Performance It considers:

3. Work & Workplace Challenges**Art Isaacs Products & systems Increasing Complexity Simple Stand alone Systems New Materials Miniaturization Computerization Workers & contractors Increasing Diversity Skilled Unskilled Technical Specialization Mixed skills Multi skilled Government supplier customer Increasing Interface Directive Collaborative Quality approach Increasing Quality 1930 Craftsman 1940-1950 Inspection 1960 Quality control 1970-1980 Quality assurance 1990-200+ Total quality

4. Work & Workplace Challenges • Virtual • Carried with you • Global virtual teams • Requires integrated technology, systems, & equipment • Increasing span of control over virtual/global workers

5. Worker • Aging workforce – loss of tacit knowledge • Generational differences in expectations • Increasing reliance on foreign workers for math and science skills • Continual need to re-skill or up-skill

6. In Response, Organizations

7. HPT - Human • It deals with people in terms of their: • Group norms • Behaviors • Motives • Capability & capacity • It deals with the organization’s ability to provide people with: • Direction • Feedback • Resources • Incentives

8. HPT - Performance • Performance is doing worthy work to standard • Producing outputs & outcomes of value in ways that are efficient, effective, and ethical with minimal negative fallout. • Applies to all levels: • Individuals & project teams • Departments & functions

9. HPT - A Technology • It is: • Systemic – considers environmental context & constraints • Systematic – applies rules, principles, & heuristics • Scientific – involves discovery, hypothesis, data, experimentation, and validation

10. The Performance Improvement Process • Start with the end in mind • Get your measures – baseline • Identify the goal state & metrics + leading indicators • Diagnose before prescribing • Consider sustainability • Manage the implementation • Measure along the way & celebrate

11. Case Example • Now tell a story to illustrate the ideas shared to this point • The story that follows on the next 9 slides is an example – use it as a template • Background – set up • Discovery • Validation • Results • Design requirements • Solution • Metrics • Telling the story

12. Case Example • The request: • 90-minute webinar on how to motivate employees • Attendance is required • The audience • Top 100 executives including the CEO, CFO, CIO, CLO, and all EVPs • From Europe, Asia, and the Americas

13. Heuristic - Discovery • Interviewed 15 Execs from target audience about why a need for motivating employees • Everyone is required to be on call 24/7 • No vacations or days off are taken • No one uses a backup, but does everything him/herself • All hold excessive meetings with no agenda where everyone is expected to attend • Meetings held at 6:30am, Sundays, holidays - there is no respect for time, time zones, holidays, etc. • No excuse tolerated for not being personally available or not knowing the answer

14. Heuristic - Validation • Interviewed Medical Director and medical claims representative re health related costs • Interviewed HR re retention, turnover, absenteeism • Learned (became the baseline): • 2 occupational suicides • Increasing health costs - early retirements, more on disability, & absenteeism due to stress related illnesses • Increasing loss of key talent • Increasing absenteeism and tardiness

15. The Goal - Results • No suicides • Fewer health claims • Lower health insurance costs • Less absenteeism, tardiness, & turnover

16. Heuristic - Hypothesis • Group norms by Executives encouraged: • Poor planning • Disrespect • Masochism/sadism • Do it yourself, don’t trust others • Selfishness • Absence of priorities • Me first, I don’t care about you

17. The Design Requirements Change group norms of leaders Appeal to ego and peer pressure Make public who’s playing nice and who is not Engage group’s leaders (model new behaviors) Make the cost of current behavior explicit Make leadership accountable for health & retention costs Publicize participation and track interim resultsto sustain engagement 17

18. Heuristic - Solution • Series of working sessions where executives built, refined, and agreed to: • A set of work protocols that were based on respect, good planning, and effective use of people’s time • Meetings – who to invite, when to schedule, how to build agenda • Demanding availability – respecting weekends, holidays • Back up – legitimizing having and using a back up • Holding each other accountable for the new behaviors • Publicizing participation through self-report at quarterly executive meetings – appeal to ego and one-up-man ship

19. Heuristic – Success Metrics • Adoption of protocols – leading indicators: • Number of vacation days taken • Number of executives that had & used backups • Number of meetings with agendas and outcomes • When meetings were scheduled • Success measures by correlating adoption with: • Number of disability claims, early retirements, absences due to health • Turnover or retention of key talent • Health insurance costs

20. Case Summary Needs Assessment - Discovery Suicides, retention, disability due to stress, pre-mature retirement Cause Analysis Irresponsible anagement practices Identified need for new protocols Developed protocols (solution) Program Measures Conducted awareness sessions, used shame & peer pressure Baselines Healthcare costs, lost days, retention Rate of adoption Personal goals w/ measures Measure leading indicators

21. HPI and HPT • Human Performance Improvementis the goal. • Human Performance Technology is the means for achieving the goal. • HPT is a recognized body of professional knowledge and skills whose aim is the engineering of systems that result in accomplishments that the organization and all stakeholders value. • Many people talk about HPI in loose terms and confuse ends and means. HPT is a disciplined professional field that is systemic in its vision and approach, systematic in its conduct, scientific in its foundation, open to all forms of intervention and focused on achieving valued, verifiable results. Harold Stolovitch

22. Debrief & Reflection • Given what you have learned during this segment, what new ideas have emerged for you? • List the specific takeaways and or actions you will consider because of this segment?

23. HPT is a Discipline • We have a system of rules that govern our conduct and activity • Focus on results • Think systemic • Add value • Partner or collaborate • Employ a systematic process • Be data driven

24. HPT is a Technology • We: • Employ a scientific method for achieving a practical purpose • Operate from a set of principles and procedures to define the problem, collect data, and to test our hypotheses

25. HPT is an Attitude • Engagement is key • We honor the other people’s perspectives • We get our measures in the beginning • We trust but verify others’ opinions and data • We see solutions are vehicles for shaping behavior not ends in and of themselves

26. HPT is an Approach • Work smart • Listen to gain understanding. • Engage clients and stakeholders in the process of discovery, diagnosis, and implementation so to get mutual and ongoing commitment to a solution. • Begin with end in mind • Get success measures up front • Establish the baseline • Develop a hypothesis and get the facts to support or reject it • Honor the constraints and limitations of the organization • Leverage data already being collected

27. What Distinguishes HPT • We are uniquely prepared to address ill-structured problems: • Multiple ways to define the goal • Multiple paths for achieving the goal • Accomplishment done over a period of time • Context of application is unique

28. What Distinguishes HPT • Our systematic process is a heuristic not a procedure • It aids in discovery, learning, and problem-solving • It includes formative feedback so we can adapt and adjust as needed Ken Silber, Ph.D., CPT

29. What Distinguishes HPT • We are solution neutral or appropriate: • We guide clients to the appropriate set of solutions • We may have a hypothesis, but we test it out before we suggest a course of action

30. What Distinguishes HPT • We see solutions as vehicles to drive behaviors that produce worthy results, not artifacts • To achieve congruence and clarity • To improve efficiency • To improve capacity, capability & resiliency • To move people to action • To align goals, results, & consequences

31. What Distinguishes HPT • We work with organizations as open systems: Technology Facilities Environment Culture Feedback Required Emergent Resources Rewards Competencies

32. What Distinguishes HPT • We work within constraints • Limited resources • Conflicting goals • Personal peccadilloes and agenda

33. Role • Our role is to engage (build relationships) with the client so to: • Help determine or clarify the need • Scope the project • Get success and baseline measures • Explore and get agreement on possible solutions • Perhaps broker services • Perhaps help with the design, development, implementation, and evaluation of the solutions

34. The Big 5 • Keep the results in mind – everything has a purpose, even things that are dysfunctional • Think systems – a direct line is not always the shortest route • Partner or collaborate - earn people’s trust, give away the glory • Add value – build your bank account • Be data drives - trust but verify as people tell the truth based on what they know or have experienced

35. Debrief & Reflection • Given what you have learned during this segment, what new ideas have emerged for you? • List the specific takeaways and or actions you will consider because of this segment?

36. Judith A. Hale, Ph.D., CPT Judith is the author of Performance Based Evaluation, Performance-Based Certification, Performance Consultant’s Fieldbook 2nd ED, Performance-Based Management, and Outsourcing Training and Development (Jossey-Bass). She is the architect of the CPT certification offered by ISPI. She has been a consultant to management for over 25 years. She specializes in certification and performance improvement. Haleassoci@aol.com 630-427-1304