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Human Performance Technology (HPT) uses a wide range of interventions that are drawn from many other disciplines including, behavioral psychology, instructional systems design, organizational development, and human resources management. It stresses a rigorous analysis of present and desired levels of performance, identifies the causes for the performance gap, offers a wide range of interventions with which to improve performance, guides the change management process, and evaluates the results.
Human Performance Technology Process
The human performance technology process begins with a comparison of the present and the desired levels of individual and organizational performance to identify the performance gap. A cause analysis is then done to determine what impact the work environment (information, resources, and incentives) and the people (motives, individual capacity, and skills) are having on performance. Solution to performance problems can fail when they are selected to treat only visible symptoms rather than underlying causes. When the root causes of a problem are uncovered and eliminated, however, the likelihood of significantly reducing or eliminating problems is greatly enhanced.
Once the performance gap and the causes have been determined, the appropriate interventions are designed and developed. These may include measurement and feedback systems, new tools and equipment, compensation and reward systems, selection and placement of employees, and training and development. The interventions are then implemented and the change process managed.
Evaluation is done after each phase of the process. Initially, formative evaluation assesses the performance analysis,...
Then evaluation focuses on the immediate response of employees and their ability and willingness to do the desired behaviors. The final evaluations are centered on improvement of business outcomes (such as quality, productivity, sales, and customer retention, profitability, and market share) as well as determining return on investment for the intervention.
Components of the Human Performance Technology
1) Task performance standards
One of the most powerful steps a company can take is to establish measurable, observable criteria whereby a competent individual can determine if a specific, critical task has been done correctly and completely. If individuals have no formal, structured means to evaluate their own performance, supervisors will have no structured, formal means to evaluate an individual performance and provide useful feedback.
2) Training
Training can only address skill deficiencies, that is, the "can't do" versus "won't do" behaviors. Nonetheless, training can have a dramatic impact by increasing productivity, decreasing unplanned downtime, reducing the learning curve, and reducing trial-and-error learning.
3) Tools and
References
Human Performance Technology. (n.d). Retrieved June 10, 2005, from Ericdigest.org
Web site: http://www.ericdigests.org/pre-928/human.htm
What is human performance technology?. (n.d). Retrieved June 10, 2005, from ISPI San Diego
Web site: http://www.ispisandiego.org/faqs.htm
What is human performance technology (HPT)?. (n.d). Retrieved June 10, 2005, from Web.utk.edu Web site: http://web.utk.edu/~cis/hpt/hpt%20defined.pdf
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