Chapter 2: The Human Performance Technology Model
What is the HPT Model
The world has entered a new economic era, characterized by rapid change, heightened competitiveness , and unprecedented productivity challenges. More machines, improved computers, or reliance on cost-cutting alone will not increase competitiveness and improve productivity. Greater productivity will be achieved via one of the world's most critical resources: people . [1]
Performance technology (PT) improves productivity by improving employees ' accomplishments. PT is a systematic, comprehensive approach to improving job performance . "Performance technology is a set of methods and procedures, and a strategy for solving problems, or realizing opportunities related to the performance of employees. It can be applied to individuals, small groups, and large organizations." [2]
In 1992, the International Society for Performance Improvement (ISPI), a professional association based in Washington, D.C., published the original HPT Model to impact performance on the job. [3] The original HPT Model was developed by Deterline and Rosenberg and published by ISPI to illustrate the steps needed to function as a PT practitioner and accomplish performance improvement in the workplace. The model defined performance analysis, cause analysis, and intervention selection and design. Intervention implementation and evaluation were identified but not defined.
Fundamentals of Performance Technology: A Guide to Improving People, Process, and Performance explains how to apply the HPT Model (Figure 2-1) in the workplace. The book's case studies provide real-world examples of how to implement the HPT Model. Its job aids give the reader helpful worksheets for applying the HPT Model easily and confidently. In addition, Fundamentals of Performance Technology: A Guide to Improving People , Process, and Performance expands the original HPT Model to cover the entire performance improvement process by defining intervention implementation and evaluation.
Figure 2-1: HUMAN PERFORMANCE TECHNOLOGY (HPT) MODEL
Our second book, Performance Improvement Interventions , will provide further assistance to PT practitioners as they strive to improve workplace performance. This book will more fully describe each intervention found in Fundamentals of Performance Technology , providing detailed information on how to implement the intervention. The job aids will expedite intervention application by helping the reader understand how to apply the change ideas to each unique work situation. Additional case studies will illustrate how the intervention actually works within today's competitive organizational environment. Performance Improvement Interventions will be published in 2001.
Performance Analysis
PT practitioners begin by learning the expectations and requirements of the organization. This stage describes the desired situation and what is actually occurring. The outcome of performance analysis is an explanation of the gap, or difference, between the current and the hoped-for situation.
Cause Analysis
The second stage takes a deeper look at the organization and the individual to determine what actually caused the gap. Two types of factors impact human performance: organizational (also known as environmental) support and individual behavior. PT practitioners need to consider the information, data, and feedback that is provided to employees. Adequate environmental support includes sufficient resources, tools, and equipment to do the job well. Organizational incentives, rewards, and consequences have a significant impact. In other words, people need to have the pertinent information, equipment, and supplies , and work in an environment that encourages positive results.
In addition, employees need the capabilities to perform well. They need the right knowledge, skills, and attitudes to succeed. They need innate capacity, such as stamina or strength. Finally, they must have sufficient personal motivation and drive.
Intervention Selection and Design
After determining the gap and the cause(s) for it, PT practitioners must decide what to do to improve the condition. There are many possible options. However, it is necessary to design a comprehensive, holistic approach that covers all of the issues. That may mean selecting more than one approach.
Interventions should be selected based on the costs and benefits to the organization and the employees. Knowledge and skills can be improved through training and education or job aids. Jobs can be redesigned to improve health, wellness , comfort , or ergonomics. Personal development includes coaching, mentoring, career development, effective supervision, and reliable, informative feedback. Assessment centers, competency testing, and performance appraisals provide the organizational metrics that help the organization compensate, reward, and evaluate people in a reliable manner. Organizational communication takes many forms, including networking and collaboration, knowledge management and capture, conflict resolution, and grievance and suggestion systems. Finally, organizations can improve their culture, increase their appreciation of diversity, build effective teams to solve problems, look to other organizations for benchmarks, and make strategic plans for the future.
Intervention Implementation and Change
Change implementation requires communication of plans and progress. PT practitioners need to network with various affected departments to ensure an accurate understanding of their expectations and concerns. Careful attention to resistance and fears helps contain problems. Problem solving should include setting benchmarks to create realistic targets. Process consulting may be beneficial if the improvement involves extensive redesign of processes. Ongoing support for employee development enables people to retain competitiveness and to prepare for the organization's future.
Evaluation
Measuring and reporting results is critical for maintaining the confidence of PT practitioners. Interventions should be measured at the onset of implementation and throughout the improvement effort to ensure that intended results are occurring.
Basis of the Technology
PT is called a technology because practitioners are careful, methodical, and observant. "Technology represents intelligence systematically applied to the problem"; [4] in other words, technology applies scientific and technical advances. The model and practice of PT are based on the writings of many behavioral experts. Some of the leading PT experts and their contributions are highlighted in Table 2-1 to provide examples of the scientific foundation and evolution of PT.
| Expert | PT Aspect |
|---|---|
| Thomas Gilbert | Worthy Performance |
| Geary Rummler | Components of Performance |
| Robert Mager | Objectives |
| Joe Harless | Front-end Analysis |
| Dale Brethower | Performance-based Instruction |
Thomas Gilbert
Thomas Gilbert established much of the conceptual framework for performance technology. He defined worthy performance as behavior valued for its accomplishment. Worth is determined by dividing value by cost (W=V/C).
Gilbert's Behavior Engineering Model (Table 2-2) consists of six basic influences on human behavior that impact performance improvement. They are grouped under two different areas: environment ”data (production standards), instruments (equipment), and incentives (rewards); and repertory ”knowledge (the "know how" to perform), capacity (physical and intellectual ability), and motives ( willingness to work for the incentives). The HPT Model's cause analysis is based on Gilbert's Behavior Engineering Model. [5]
| Information | Instrumentation | Motivation | |
|---|---|---|---|
| Environmental Support | Data | Instruments | Incentives |
| Person's Repertory of Behavior | Knowledge | Capacity | Motives |
In addition, Gilbert's Performance Matrix contained six vantage points (or outlooks): logistical , tactical, strategic, policy, cultural, and philosophical. Gilbert believed it unwise to define change in terms of desired behavior, preferring instead to describe it in terms of performance outcomes .
Geary Rummler
Geary A. Rummler defined the five components of a performance system. His work helped PT practitioners view the components of individual performance as much more than behavior and outcomes. He stressed the interrelationship of the individual employee and the organization.
Rummler's five components of a performance system are as follows : [6]
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Job situation (the occasion of the performance)
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Performer (the worker)
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Response (the action or decision that occurs)
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Consequence (may be reward, punishment , or nonexistent consequences)
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Feedback (information about whether the response was adequate or inadequate)
Later, Rummler and Alan P. Brache described the cumulative, collective impact of performance variables based on Level ”Organization, Process, or Job/Performer ”and Performance Needs ”Goals, Design, and Management. Rummler and Brache emphasized the importance of managing the interrelationships between departments and processes, the "white space on the organizational chart." They saw creating harmony and reducing tension as critical to developing departments that are "centers of excellence." [7]
Robert Mager
Robert Mager provided the concept of objectives as a consistent framework for describing desired outcomes. Objectives are statements that are precise and clear descriptions of performance (what the learner or worker is able to do), conditions (important circumstances under which the performance is expected to occur), and criterion (the quality or level of performance that will be considered acceptable). Mager helped PT practitioners define desired performance using common terminology.
For example,
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Given a DC motor of ten horsepower or less that contains a single malfunction, and given a kit of tools and references, be able to repair the motor. The motor must be repaired within 45 minutes and must operate to within 5 percent of factory specifications. [8]
Joe Harless
Joe Harless claimed that the most important job of a trainer, or PT practitioner, is to determine what problem needs to be solved . [9] Front-end Analysis (FEA) describes the performance indicator needing improvement, identifies behavioral causes (caused by people) and non-behavioral causes (not caused by people), and prioritizes possible solutions to overcome the deficit. Harless challenged trainers (and later PT practitioners) to spend time adequately understanding the problem. In 1975, training was the most frequent performance improvement solution, and Harless cautioned that only behavioral problems would benefit from training, and even then only if lack of knowledge or skill was the cause. Harless emphasized looking for multiple remedies, not simple, one-shot solutions.
Dale Brethower
More recently, Dale Brethower challenges PT practitioners to focus on the job when designing instruction to link training directly to business results. Performance-based Instruction "uses joblike materials and procedures to help learners become capable of excellent performance." [10] It is an intervention format that applies to instruction, facilitation, coaching, on-the-job training, teambuilding , or performance support/job aids. Brethower advocates three basic steps: guided observation, in which learners experience examples or demonstrations ; guided practice, in which learners practice specific processes that accomplish specific results; and demonstration of mastery, in which students demonstrate their competency in performing tasks , thereby generating the desired products or services. Brethower's approach provides realistic situations and procedures to help students quickly achieve excellent performance.
People Orientation
Performance technology is people-oriented , meaning that practitioners typically share a set of common beliefs:
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People are important.
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Appropriate PT solutions are beneficial for people and are future-oriented.
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PT approaches to analysis, design, implementation, and evaluation need to be multidimensional.
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PT practitioners work in a manner that is team-oriented and interdependent.
People Are Important
PT practitioners are committed to people ”their capabilities and their potential. People provide the core energy of organizations. Equipment and financial reserves are important, but people are its heart and soul. They purchase, operate, and maintain the equipment; they budget, account for, and report the financial reserves . People are behind everything that happens.
Positive and Future-oriented
PT practitioners have a positive outlook and are oriented to the future. They believe it is possible to improve situations and look for solutions that are beneficial for people, no matter how complex the problem, how great the hurdle to overcome, or how discouraging the present situation.
Multidimensional Approaches
PT practitioners are committed to adopting comprehensive interventions that include many of the major factors identified in the PT cause analysis model. Rather than rushing in with interventions based only on gap analysis, PT practitioners first search for causes. Reducing gaps often provides only temporary relief, but eliminating causes can fix real problems.
Equally important to solving problems is getting the commitment from senior management and other stakeholders to support the interventions. Through networking, communication, and alliance building, PT practitioners implement effective interventions based on strategic planning and results-oriented feedback.
Team-oriented and Interdependent
PT practitioners accomplish performance improvement and change through groups or teams. PT practitioners rely on senior management to articulate organizational needs, to support analysis, and to sponsor interventions and follow-up evaluation. Comprehensive intervention designs usually include many specialized features, such as compensation, work environment, motivation, and skill development. Specialists in compensation, selection, or job design need to work with PT practitioners to craft communication plans, intervention timelines , and follow-up strategies to achieve desired changes.
The Challenge
Performance technology challenges practitioners to be thoughtful, observant, knowledgeable, systematic, hopeful, comprehensive, people-oriented, and scientific. PT is a rewarding approach to performance improvement, but, due to its complexity, it is also challenging and demanding.
Organizational Implementation
PT practitioners adapt the generic HPT Model to the unique requirements of their own internal organization. Modifying the HPT Model and the job aids into unique tools strengthens performance outcomes. PT practitioners need to adapt to the mission, strategic direction, and culture of each organization. Visteon Automotive Systems, an enterprise of Ford Motor Company, adapted the generic HPT Model into a standardized and easy-to-use set of procedures for assisting internal customers. They also developed a tool kit binder of job aids and instruments designed to make Visteon's performance improvements consistent and effective.
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Background
Visteon Automotive Systems is an enterprise of the Ford Motor Company and provides integrated systems and component solutions to Automotive Original Equipment Manufacturers. Visteon's mission is to be the best supplier of automotive systems and to create new opportunities for its employees, customers, and the industry. Based in Dearborn, Michigan, Visteon employs more than 80,000 hourly and salaried employees. Visteon's 82 manufacturing and production facilities in 21 countries deliver uniform product quality and service to meet their customers' needs worldwide. One of the major challenges Visteon faces is transforming from a cost to a profit center, with its main objective to grow non-Ford business by 20 percent during the next three years .
Situation
Visteon Education, Training, & Development (ET&D) plays a critical role in shaping performance to meet Visteon's business plan objectives relative to quality, cost, and efficiency. Although Visteon is familiar with conventional training interventions, the internal customer base needs to understand the variety of potential performance interventions that could help them achieve their organizational goals. A decentralized approach to training programs within the organization resulted in inconsistent customer engagement and dissimilar return-on-investment (ROI) outcome measurement practices throughout Visteon.
ET&D is required to constantly demonstrate the consistent value they add to the organization. One way to accomplish this is to measure their impact on the bottomline through cost-benefit analysis and a solid ROI calculation. Satisfied customer testimonials, although meaningful, are not accepted as an adequate ROI measure.
A review of current company training procedures determined that there were some isolated cases in which ROI calculation for training initiatives is currently in use. There is no evidence of any consistent use of the ROI calculation process for PT initiatives. Training and development managers in Visteon were interviewed to better understand the organizational need for a practical PT intervention process. They also provided input for an ROI calculation that would identify both tangible and intangible benefits from an implemented PT intervention.
Intervention
ET&D's findings indicated the need for a standardized and easy-to-use HPT Model for internal customers. The Visteon Education, Training, & Development Performance Improvement Tool Kit binder was developed to provide instruments for the PT practitioner to:
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Identify performance issues and opportunities.
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Determine the cause(s) of the performance issues/opportunities.
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Isolate the most appropriate performance improvement intervention.
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Converge to an appropriate measure of intervention success.
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Determine tangible and intangible benefits of the performance improvement intervention.
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Calculate an ROI from a cost-benefit analysis.
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Evaluate the impact of the intervention on employee performance.
The main purpose of the tool kit binder was to offer a consistent and uniform service to internal customers while instilling a professional discipline for all PT practitioners at Visteon. The tool kit also provided both practitioner and customer with two models: a seven-step performance improvement process and a five-step ROI process. These visuals were a key marketing piece for ET&D because they helped educate customers on what performance improvement professionals do and the beneficial results they can deliver to organizations.
The tool kit binder was structured in an easy-to-use format, divided into seven sections based on each step of the performance improvement process. Each step contained specific job aids and tools. There was also a brief purpose statement at the beginning of each section indicating how each tool was to function as a job aid to practitioners. Tools, which were self-explanatory and menu-driven whenever possible, included a project status report, a project scope analysis, an intervention project plan, an intervention checklist, intervention evaluation forms, and an ROI worksheet. ET&D consultants (PT practitioners) were able to access these job aids and forms on the shared drive of the Visteon local area network.
ET&D performance consultants (PT practitioners) piloted these instruments with customers in a variety of performance improvement scenarios. The entire process was reviewed at the initial project scope meeting between the consultants and the customer.
The feedback from customers was systematically analyzed at weekly staff meetings to aid process refinement and redesign. Initial customer feedback indicated the tool kit was extremely favorable. Their suggestions were incorporated to improve the overall quality of the tool kit.
Lessons Learned
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A consistent, disciplined approach to performance improvement should be implemented by PT practitioners when working with customers. Using a consistent process such as the Performance Improvement Tool Kit demonstrates the PT practitioner's ability to effectively assess and analyze the situation; develop, implement, and evaluate an intervention; and measure its impact the organization's bottom line.
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The value-added by performance improvement interventions can be determined in terms of tangible and intangible benefits. Follow-up is critical to determining the success and the value of an intervention. The evaluation instruments in the tool kit provide a consistent approach to calculating the ROI for a performance improvement intervention.
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It is important to educate the customer on the benefits that PT interventions can deliver within organizations. Customers need to understand how and why performance improvement interventions can help their organizations improve employee performance and impact the bottom line.
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Organizations need a practical and useful PT process to help them understand why people do what they do. PT is focused on people and improving performance and provides insights into why people do what they do. Organizations that use a uniform and practical PT process, such as the tool kit, improve employee performance and, in turn , improve customer satisfaction.
The Visteon case study was coauthored by Don Blum, Division Manager, Visteon Education, Training, & Development , Jonathan Campbell, and Michelle Goad, Visteon Education, Training, & Development Performance Consultants. Used with permission.
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The performance technologist and the department requesting performance improvement assistance should discuss the following topics to begin a performance technology (PT) effort. There should be overall agreement between the requesting department and the performance technologist before the intervention project begins.
| Statement of the Problem: Describe the performance problem that seems to require an intervention. |
| Work Environment: Define culture, department responsibilities, or inputs/outputs. Describe all factors that may influence performance. |
| Target Audience: Describe employees involved by job roles, estimated current performance level, and estimated required performance level. |
| Sponsor: Describe champion, who is the senior-level person committed to the performance improvement and will stand behind the effort if a setback or problem arises. (Determine if there is strong enough commitment and if the sponsor is at the appropriate level.) |
| Performance Improvement Goal: Write overall anticipated benefits and changes to individuals. |
| Measures of Success: Write anticipated benefits and changes to organization and department. |
ISPI 2000 Permission granted for unlimited duplication for noncommercial use.
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[1] Slywotzky and Morrison, 1997, p. 79
[2] Deterline and Rosenberg, 1992, p. 3
[3] Deterline and Rosenberg, 1992, pp. 3 “4
[4] Zuboff, 1988, p. 395
[5] Gilbert, 1978, p. 87
[6] Rummler, 1977
[7] Rummler and Brache, 1995, p. 169
[8] Mager, 1962, p. 63
[9] Harless, 1975
[10] Brethower and Smalley, 1998, p. 3
EAN: 2147483647
Pages: 98