Human Performance Improvement Building Practitioner Competence

ISBN-10: 0750679964

ISBN-13: 9780750679961

Edition: 2nd 2007 (Revised)

List price: $57.95
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Today's dynamic organizations must achieve positive results in record time - a challenge that requires managers to avoid problems before they arise and to solve these issues quickly. Human Performance Improvement (HPI) is a powerful tool that can be used to help build intellectual capital, establish and maintain a 'high-performance workplace, enhance profitability, and encourage productivity' - as well as increase return on equity and improved safety. Written by a group of highly respected authors in the field, this book will show you how to:- - discover and analyze performance gaps - plan for future improvements in human performance - design and develop cost-effective interventions to close performance gaps. * Tools and techniques fundamental to the practice of HPI * Incorporates the latest thinking * Companion website available to support second edition.
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Book details

List price: $57.95
Edition: 2nd
Copyright year: 2007
Publisher: Routledge
Publication date: 7/26/2011
Binding: Paperback
Pages: 424
Size: 5.75" wide x 8.75" long x 1.00" tall
Weight: 1.716

Hohne is president of Hohne Consulting Inc.-a consulting firm that works with clients to improve business results through people.

King is president of King & Associates, Inc., a consulting firm that partners with organizations on a variety of human performance improvement projects.

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