Performance Technology

1. Performance Technology Dr. James J. Kirk Professor of HRD

2. What You Will Learn • The definition and nature of performance technology • A simple performance technology model • Key differences between traditional training and performance technology • Knowledge, skills, and attitudes needed for performance consulting • Selected performance technology practices

3. Performance Technology Defined • There are many definitions of performance. Most describe performance as an action that produces a result that meets a business goal. • This definition, by Joe Harless is an industry standard:

4. Concept of Performance Technology • Human Performance Technology (HPT) is a relatively new field that has emerged from the coalescing of principles derived from the carefully documented practice of thoughtful behavioral psychologists, instructional technologists, training designers, organizational developers, and various human resource specialists.

5. Concept of Performance Technology • HPT is a technology that has application to results-driven, productivity-oriented systems. HPT is particularly valuable for business and industry, where organizational purposes and goals are generally clearly defined. HPT is concerned with measurable performance and the structuring of elements within the system to improve performance.

6. Performance Technicians • Design environments, processes, interfaces, tools and instruction for usability, role preparation, and performance. • Stress front end analysis and systems thinking. • Emphasize reliability (zero variability), and enhancement of human potential. • Value speed, simplicity, stretch, and self-confidence.

7. Concept of Performance Technology

8. Performance Technology Seeks To... • Look at human performance from a systemic viewpoint that focuses on processes. • Replace the "normal curve" as a useful model of human accomplishments. • Enhance human performance by reducing variance through design and development. • Systematically (proactively and reactively) reduce the probability of human error.

9. Performance Technology Has A Process Orientation • All human accomplishment involves a process. • Organized activities involve a series of linked processes. • Linked processes seek goals that provide worth (worth = value - cost).

10. Performance Technology Has A Process Orientation • Worth is optimized when linked processes are compatible, simple, swift and essential. • Optimization is best achieved by systematically reducing cycle time.

11. Six Properties Of Performance Technology • Proaction is the basis of Performance Technology. • Process orientation, not just goal orientation. • Root causes must be identified. • Information is an asset: decisions follow. • People are investments, and be seen as such. • Systems must enable ordinary people to do extraordinary things.

12. Human Reliability Is A Key Issue • Reliability means an individual or team are available to get the work done. • Availability means they are accomplished (i.e., have required knowledge/skills/attitudes/values).

13. Human Reliability Is A Key Issue • Accomplishment means they work in an efficient and effective way. • Efficiency and effectiveness mean they do the "right things right" to reach zero defect goal.

14. Reliability Of Performance • Reliability is concerned with consistency and focus. • Instability, variance, and unreliability in performance are major opportunities. • Reliability focuses on availability. It is the key to productivity.

15. Simple PerformanceTechnology Model

16. Performance And Training Performance technology is changing the work of trainers!

17. Traditional Training Assumptions • Training (giving employees more skill, knowledge, or ability) is the solution to performance problems. • The goal of training is to give employees more skill, knowledge, or ability. • A training department should deliver the training that customers ask for. • A trainer's most important skill is to deliver training and facilitate learning.

18. New Assumptions • Training is one possible intervention when there are performance problems. • The goal of performance is to meet organizational performance goals. • A performance improvement department should question whether training is needed. • A performance improver's most important skill is to diagnose performance problems.

19. Traditional Training Roles • Training needs analysis • Training design • Training delivery • Evaluation • Training management and coordination

20. New Roles • Performance analysis/diagnosis • Cause analysis • Intervention • Change implementation • Evaluation and feedback • Project management

21. Traditional Training Measures • Reaction of participants • Capability after training • Transfer of learning to job • Return on investment

22. New Measures • Effect on performance gap • Achievement of business goal

23. Traditional Training Tools • Assessment instruments • Instructional design models • Group process • The classroom • Learning technology • Textbooks, workbooks, and tests

24. New Tools • Organization's operating plan • Strategy statement • Process map • Templates, models, matrices for human performance management • Performance support technology

25. Traditional Customers Of Trainers • The learner • The learner's manager • The training purchaser

26. New Customers • The process owner • The performer • The performer's manager • The company's customers

27. Areas Of Practice For Today’s Human Resource Developers

28. Knowledge Requirements For Performance Consulting • Cognitive and Behavioral Science • Communications • Ergonomics • Information Technology • Measurement

29. Knowledge Requirements For Performance Consulting • Organizational Development • Psychology • Reliability Engineering • Systems Theory

30. Skill Requirements For Performance Consulting • Analytic skills • Consulting skills • Change implementation and other intervention skills • Measurement skills

31. Attitude Requirements For Performance Consulting • All employees can and want to perform. • All employees are valuable and worthy of respect and development. • Every employee should engage in continuous self-improvement. • There are any number of variables which can positively or negatively impact a worker's, team's, or organizations performance.

32. Attitude Requirements For Performance Consulting • There is no one quick fix to performance gaps. • The performance coach or consultant should help their clients to take care of their own performance improvement efforts. • Employees should be given the resources needed to perform at specified levels.

33. A Performance Consultant Must Be Able To Manage A Performance Improvement Effort

34. A Performance Consultant Must Be Able To Collect Appropriate Performance Data

35. A Performance Consultant Works At Various Organization Levels

36. Performance Consultants Use Performance Maps To • Identify Business Needs (Goals) In Operational Terms • Specify On-The-Job Performance Requirements • Chart Actual On-The-Job Performance • Chart Actual Business Performance • Analogize Gaps In On-The-Job And Business Performance

37. Operation Results On-The-Job Performance Causal Linkage Should Should Gap Gap Is Is Causal Linkage Environmental Factors Impacting Performance

38. A Performance Consultant May Use A 3 X 3 Matrix To Assess Training Needs

39. A Performance Consultant May Use Work Environment Questionnaires To .... • Identify individual employee, managerial, and organizational factors which positively or negatively affect performance

40. What You Have Learned • The definition and nature of performance technology • A simple performance technology model • Key differences between traditional training and performance technology • Knowledge, skills, and attitudes needed for performance consulting • Selected performance technology practices