Human Performance Technology

HPT Application

John Como

&

Ernest Farmer

University of the Incarnate Word

Abstract

        The purpose of this core assessment is to develop critical thinking, comprehension, and application of the HPT model. The automotive company is fictitious and we are writing this as consultants. While working as in-house training developers, instructors, and performance consultants for one of the leading automotive companies, we were asked to provide refresher training courses on current business processes as well as training for several newly engineered business processes.

Management had determined that too many employees failed to conform to the organization's established processes. In addition, the company was creating two new workgroups, and they required some process reengineering to integrate the existing group's systems with the new group's procedures. This was not the first time that the organization had faced this type of challenge. We wanted to communicate to management that training wasn't the only solution. Therefore, we decided to introduce the management team to the attributes and benefits of Human Performance Technology (HPT). HPT has its roots in many disciplines, starting in the early days of programmed instruction when the cure-all to every problem was training. Today, HPT practitioners strive to enhance the performance of individuals and organizations by using a wide array of solutions to solve performance problems. The strength of HPT is this inclusive nature. To take advantage of HPT's strengths, we decided to use the Certified Performance Technology (CPT) standards in the development process. Developed by ISPI, CPT standards have four fundamental practices: focus on outcomes, take a systems view, add value, and work in partnership.

Focus on Outcomes

The Focus on Outcomes CPT Standard embodies the idea that it's important for an organization to focus on accomplishments rather than activities and behaviors. How does that manifest itself in real organizations? We must explain that the overall performance of an organization is the result of its goals, structures, and management actions. As defined by Geary Rummler's Performance Model, all three levels of performance, organization, process, and the individual employee, are important. To get the organization to meet this standard, we asked the planners and analysts questions related to the three performance levels. Their answers provided insight into the desired outcome for three general performance needs: 1) goals, 2) design, and 3) management at the respective performance levels.

Take a Systems View

In order to clarify how the relationship between systems links to an employee's failure to conform to existing processes and new business processes, we again used Rummler's three-level Performance Model. For this standard, however, we used the Rummler model in tandem with Gilbert's Behavioral Engineering Model (BEM). Whereas Rummler considers issues based on levels, Gilbert emphasizes the environmental and individual factors that influence performance. By using both models to review existing employee performance, we were able to better identify any misalignments between or within the organization, environment, and individual performer.