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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 | |