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Acknowledgments | |
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Preface | |
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Introduction | |
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Laying the Foundation | |
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Human Performance Improvement (HPI) | |
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Performance | |
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Factors Affecting Performance | |
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Defining Human Performance Improvement | |
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The Six-Step Human Performance Improvement Process Model | |
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The Roles of the HPI Practitioner | |
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The Dynamic Nature of Human Performance Improvement | |
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HPI Competencies and Outputs | |
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Core Competencies | |
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Outputs | |
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The Growing Importance of Human Performance Improvement | |
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Summary | |
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References | |
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The Role of Analyst | |
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A Case Study | |
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The Setting | |
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The Problem/Opportunity | |
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The Performance Technology Solution | |
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Results | |
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Defining Analysis | |
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The Importance of Analysis | |
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Definitions of Analysis | |
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Performance Analysis | |
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Cause Analysis | |
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Levels of Analysis | |
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The Analyst's Role | |
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Competencies Associated with the Role of Analyst | |
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Outputs Linked to the Role | |
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What It All Means | |
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Models and Tools | |
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Sources of Data | |
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Models and Tools for the Analyst's Role | |
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The Rummler and Brache Model | |
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Gilbert's Three Stages of Analysis | |
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Gilbert's Performance Matrix | |
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Gilbert's Behavior Engineering Model | |
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Mager and Pipe's Model | |
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Cause Analysis: Determining Root Causes | |
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Brainstorming | |
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Cause-and-Effect Analysis | |
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The Five Why's Technique | |
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Other Analytical Tools | |
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System Modeling | |
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High-Level Flowcharting | |
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Detailed Flowcharting | |
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Data Presentation Methods and Tools | |
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Pie and Bar Charts | |
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Pareto Charts | |
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Line or Run Charts | |
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Summary | |
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References | |
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The Role of Intervention Specialist | |
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Competencies Associated with the Role of Intervention Specialist | |
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Outputs Linked to the Role | |
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What It All Means | |
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Selecting Interventions | |
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Establish Selection Criteria | |
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Consider Alternative Interventions | |
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Evaluate the Alternative Interventions Against the Criteria | |
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Select the Appropriate Intervention(s) and Determine Its Viability | |
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Principles of Intervention Design | |
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Dangers, Pitfalls, and Cautions | |
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Summary | |
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References | |
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The Role of Change Manager | |
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Competencies Associated with the Role of Change Manager | |
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Outputs Linked to the Role | |
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What It All Means | |
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Approaches for Managing Change | |
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The Coercive Approach | |
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The Persuasive Approach | |
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The Normative Reeducative Approach | |
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Enacting the Role of Change Manager | |
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Securing Approval for the Proposal and Launching the Performance Improvement Intervention or Performance Improvement Strategy | |
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Implementing the Performance Improvement Strategy and Monitoring Results of the Performance Improvement Effort Over Time | |
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Providing Continuing Feedback to Participants and Stakeholders in the Performance Improvement Effort | |
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Summary | |
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References | |
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The Role of Evaluator | |
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Competencies Associated with the Role of Evaluator | |
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Outputs Linked to the Role | |
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What It All Means | |
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Approaches for Evaluating Performance Improvement Interventions | |
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Evaluating Performance Improvement Interventions at the Reaction Level | |
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Evaluating Performance Improvement Interventions at the Learning Level | |
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Evaluating Performance Improvement Interventions at the Behavior Level | |
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Evaluating Performance Improvement Interventions at the Results Level | |
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How Is the Role of Evaluator Enacted? | |
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Completing the Performance Improvement Strategy When Results Match Objectives | |
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Evaluating Results Against Performance Objectives and Reporting Results to All Key Stakeholders and All Participants in the Performance Improvement Strategy | |
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Summary | |
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References | |
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Trends and Their Implications for HPI | |
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Business and Public Sector Trends | |
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Organizations Are Placing Innovation at the Top of Their Priority Lists | |
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Organizations Are Faced with Increased Security Concerns | |
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Organizations Are Growing via Mergers and Acquisitions | |
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Businesses and Agencies Are Paying Closer Attention to Business Ethics | |
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Public Sector Organizations Are Recognizing the Need to Become High-Performing Organizations | |
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Businesses and the Public Sector Are Experiencing the Effects of Global Interdependence | |
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Corporations Are Outsourcing Tasks and Large-Scale Functions | |
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Workforce Trends | |
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The Emergence of a Knowledge-Based Economy Is Driving Skill Requirements Up | |
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We Have an Aging Workforce That Is Soon to Be on Its Way Out of the Labor Pool | |
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Offshoring Is Changing the Ethnicity and Culture of the Workforce | |
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Workers Are Increasingly Considering Job Changes | |
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Human Resource Trends | |
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The Training and Development Industry Is Spending a Greater Percent of Their Budget on External Services (Including Tuition) | |
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Human Resources Is Being Innovative with the Methods for Developing Services Throughout Their Organizations | |
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Organizations Are Making More Demands to Demonstrate Measureable Results and ROI for Human Resource Initiatives | |
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An Increasing Percent of Learning Function Resources Are Being Used for Human Performance Improvement | |
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There Is an Increasing Demand for Employee Development | |
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Leadership Development Is Seen as Critical to Organizational Success | |
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HPI Projects Will Be More Focused on Business Results | |
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HPI Certification Is Available | |
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Summary | |
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References | |
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Transforming the Training Department into an HPI Function | |
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One Approach to Transforming a Traditional Training Department into an HPI Department | |
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Gain and Maintain Internal Support for the Transformation | |
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Transition to a Valued, Results-Based Training Organization | |
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Educate Management on the Factors That Influence Human Performance | |
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Obtain an Internal Champion | |
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Select an HPI Model | |
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Determine What Services the New Organization Is Going to Offer | |
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Develop HPI Practitioners | |
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Select the Initial HPI Project | |
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Demonstrate Success and Publicize It | |
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Gain Organizational Support for the Transformation | |
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Alternative Paths for Transforming a Traditional Training Department into an HPI Department | |
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Common Mistakes to Avoid | |
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Success Stories | |
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Mallinckrodt, Inc. | |
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Prudential Health Care Systems | |
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Steelcase | |
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Compaq | |
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Assessing Your Progress | |
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Summary | |
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References | |
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Building Your Competence as an HPI Practitioner | |
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Making the Shift in Role | |
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The Transformation to HPI Practitioner-True Stories | |
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Steps for Transforming to an HPI Practitioner | |
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Assess Your Competencies | |
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Plan for Your Development | |
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Take Action | |
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Summary | |
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References | |
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From Theory to Practice: Real-World HPI Projects | |
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Safe Forklift Operation | |
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Call Center Makeover | |
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Department of Transportation Construction Safety Improvements | |
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Meter Reader Retention | |
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Medicare Reimbursement Coding Errors | |
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Words of Wisdom | |
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Summary | |
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Reengineering the Training Department Assessment Instrument | |
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Determining Your Optimum Pathway to Development | |
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Human Performance Improvement Resource Guide | |
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Using the Resource Guide | |
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Graduate Degree Programs | |
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Comprehensive HPI Resources | |
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Recommended Readings | |
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Workshops | |
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Self-Study Options | |
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Other Development Opportunities | |
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Competency Development Resources | |
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Industry Awareness | |
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Leadership Skills | |
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Interpersonal Relationship Skills | |
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Technological Awareness and Understanding | |
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Problem-Solving Skills | |
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Systems Thinking and Understanding | |
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Performance Understanding | |
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Knowledge of Interventions | |
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Business Understanding | |
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Organization Understanding | |
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Negotiating/Contracting Skills | |
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Buy-in/Advocacy Skills | |
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Coping Skills | |
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The Ability to See the Big Picture | |
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Consulting Skills | |
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Project Management Skills | |
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Change Manager-Change Implementation Skills | |
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Change Manager-Change Impetus Skills | |
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Change Manager-Communication Channel, Informal Network and Alliance Understanding | |
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Change Manager-Group Dynamics Process Understanding | |
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Change Manager-Process Consultation Skills | |
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Change Manager-Facilitation Skills | |
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Evaluator | |
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Index | |
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About the Authors | |