Code of Ethics

The Code of Ethics for the Performance Improvement Standards is intended to promote ethical practices for guiding performance improvement. The Code supports six principles:

Principle 1: Add value

You add value by conducting yourself, and managing your projects and their results, in ways that add value for your clients , their customers, and the global environment. Approaching work with passion, thoroughness, and in collaborative effort also adds value. Examples may include basing recommendations and actions on an objective needs assessment conducted in partnership with the client; or serving clients with integrity, competence, objectivity, and respect in applying human performance techniques.

Performance Standard 1: Focus on outcomes

Chapters 3 “5, 7 in Fundamentals , Chapters 2 “9 and the Intervention Selection Tool (Appendix) in Interventions , all include information on how to:

• Assist in fact-finding and designing analysis

• Facilitate the focusing on accomplishments

• Measure outcomes and results and provide evidence

Performance Standard 2: Take a systems view

Chapters 1 “5 in Fundamentals and Chapters 2 “9 and the Intervention Selection Tool (Appendix) in Interventions all include information on how to:

• Focus on larger environment that influences organizational and group performance

• Consider alignment issues between or among goals and objectives, performance measures, job/work designs, resources, expectations

• Present a broader and more realistic approach to analyzing the workplace environment

Performance Standard 3: Add value

Chapters 3 “8 in Fundamentals and Chapters 2 “9 and the Intervention Selection Tool (Appendix) in Interventions all include information on how to:

• Present a systematic approach to handling issues that affect business needs

• Identify interventions that are cost-effective , organization appropriate, and result from thorough analysis

• Approach clients and work with insight, honesty, and respect

Performance Standard 4: Work in partnership with clients and other specialists

Chapters 3 “7 in Fundamentals and Chapters 2 “9 and the Intervention Selection Tool (Appendix) in Interventions all include information on how to:

• Establish relationships that focus on accomplishments, priorities, and solutions

• Leverage expertise and influence of others based on honesty and trust

• Generate energy about best choices that are fundamentally beneficial

Performance Standard 5: Needs or opportunity analysis

• Chapter 3 in Fundamentals supports a thorough needs or opportunity analysis including functional analysis at any level and suggests a plan or process for determining and conducting the analysis

• Chapter 8 in Fundamentals (case study) offers a rationale for why analysis occurs at the beginning of a project

• Chapters 2 “9 in Interventions provide information and case studies on how to plan and conduct analysis related to specific interventions

Performance Standard 6: Cause Analysis

• Chapter 4 in Fundamentals presents an overview of cause analysis definition and scope, how to conduct cause analysis, and Gilbert's discussion of potential causes of poor performance. Also includes a job aid, and a case study

• Chapter 9 in Interventions includes cause analysis in a case study on implementing interventions in the workplace.

• The Intervention Selection Tool in Interventions (Appendix) describes cause analysis as part of the preliminary phase of intervention selection and includes a job aid

Performance Standard 7: Design

• Chapter 5 in Fundamentals describes the performance intervention classifications found in the HPT model

• Chapters 1 “8 in Interventions give detailed information on specific performance interventions within each HPT model classification and suggest guidelines for designing specific interventions

• The Intervention Selection Tool in Interventions (Appendix) includes a job aid for selecting the most appropriate intervention(s) and helps designers focus on the purpose of the intervention (why the intervention was selected)

Performance Standard 8: Development

Chapter 5 in Fundamentals and chapters 1 “8 in Interventions all:

• Focus on the performance interventions as classified in the HPT model

• Suggest possible elements of specific interventions that may require development; for example, Chapter 5 in Interventions also includes a financial statement template that may be used for training purposes.

Performance Standard 9: Implementation

• Chapter 6 in Fundamentals presents an overview of intervention implementation and change, including implementation methods , change management, continuous improvement, problem solving, and project management. The chapter also includes a change management job aid and a case study.

• Chapters 1 “8 in Interventions embed implementation and change strategies within each chapter.

Performance Standard 10: Evaluation

• Chapter 7 in Fundamentals describes formative , summative , confirmative , and meta evaluation and includes job aids and a case study.

• Chapters 1 “8 in Interventions embed information related to evaluation within each chapter; for example, knowing the intended purpose of an intervention is vital to evaluating program effectiveness.

• Chapter 2 in Interventions includes a discussion on how to evaluate knowledge management (KM) and learning organization interventions.

• Chapter 5 in Interventions includes job aids for evaluating performance appraisal processes and management development programs and discusses how to evaluate health and wellness programs

This matrix contains the most extensive references for each book. For additional references, see the glossaries and indexes of both books.

Principle 2: Use Validated Practices

You use validated practices that are discipline-specific and that address the Standards. When validated practices are absent, you use practices that are consistent with an existing body of theory, research, and practice. Examples include committing to the implementation of socially and fiscally responsible practices; or delivering activities, methods, and procedures that reflect positive values, worth, and significance.

Principle 3: Collaborate

You collaborate with others in fact-finding, planning, and decision processes while functioning as a trustworthy strategic partner. Examples may include integrating the organization's needs, constraints, and concerns when devising solutions to problems, opportunities, and challenges; or cooperating fully with clients' requests to partner, even when the requests represent personal competition.

Principle 4: Focus on Continuous Improvement

You focus on continuously improving your personal proficiency and remaining current in the performance technology field. Some examples include reading professional materials, participating in professional organizations, attending professional development events, and sharing and networking with other specialists. You investigate new methods, concepts, tools, strategies, and technologies that may be beneficial to both you and your clients; or you periodically evaluate your personal knowledge, skills, and attitudes related to performance technology, performance improvement, and performance consulting.

Principle 5: Maintain Integrity

You demonstrate integrity through personal honesty and truthful negotiations with stakeholders and others. Examples may include accepting only those performance improvement projects for which you are qualified by experience and competence or informing clients when you believe they are heading in the wrong direction.

Principle 6: Uphold Confidentiality

You uphold confidentiality by protecting the client and guarding against conflict of interest. Examples may include respecting the intellectual property of clients, other consulting firms, and sole practitioners by not using proprietary information, strategies, tools, or methodologies without permission; or by refusing to disclose information without appropriate authorization.

Code of Ethics: 1 “6

Chapters 5 and 8 in Fundamentals and Chapters 7 and 9 in Interventions:

• Suggest a model to guide the performance improvement process

• Provide myriad of examples for adding value, validating practices, and collaborative efforts

• Encourage personal and professional integrity through client negotiations