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Adding Human Performance Improvement to Your Toolkit: A Key to Ensuring Success with Your Clients September 23, 2008   Presenters: James Alexander
Chesapeake Bay Organization Development Network Agenda for “Adding Human Performance Improvement to Your Toolkit:  A Key to Ensuring Success with Your Clients” September 23, 2008 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Terms ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
Block’s Flawless Consulting  Model ,[object Object],[object Object],[object Object],[object Object]
Context for Performance Improvement ,[object Object],[object Object],[object Object],[object Object],[object Object]
Performance Consulting, HPT/HPI Defined ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Business Case for   Human   Performance Technology
The Business Case for   Human   Performance Technology ,[object Object],[object Object],[object Object]
Examples of HPI Interventions   Reports on time   Removal of interfering tasks     Reports late   Efficient use of software   Training and job aids   Inefficient use of new software       No waiting customers   Increased number of customer service representatives       Waiting customers     Low error rates   Feedback on error rates with comparisons across work teams       High error rates   Soaring sales   Increased commission   Lagging sales   Improved performance Intervention Current state
A Brief History:  Where Does HPT Come From ? ,[object Object],[object Object],[object Object]
Three Levels Of Performance ,[object Object],[object Object],[object Object]
“ Pit a good employee   against a bad system and the system will win most every time.”   “ Geary Rummler: Training Skills Isn’t Enough.”   Rummler, Geary,  Training , 1983, V. 20, Ed. 8, pp. 75-76 2-5
HPT’s Systematic Model Performance Analysis > Identify any gaps between the organization’s mission, vision and goals, and the environment. > Identify opportunities and/or any performance gaps that exist between  present and  desired  levels of performance. Cause Analysis >  Identify environmental  causes that contribute  to the performance gap. > Identify characteristics  of the workforce that  contribute to the  performance gap. Intervention Selection,  Design and Development > Select appropriate  intervention techniques to improve performance. > Design/develop  the necessary intervention strategy and tools. Intervention Implementation  and Change > Coordinate the  overall intervention strategy. > Ensure that each of the techniques is used  appropriately. Evaluation of the Process and the Results > Conduct formative evaluation of the analysis and design processes used. > Evaluate immediate reaction and application. > Evaluate individual and organizational performance improvement and Return on Investment.
Performance Consulting Key Roles: ,[object Object],[object Object],[object Object],[object Object]
Expanding the OD Practitioner’s Influence ,[object Object],[object Object],[object Object],[object Object]

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OD and Human Performance Technology

  • 1. Adding Human Performance Improvement to Your Toolkit: A Key to Ensuring Success with Your Clients September 23, 2008 Presenters: James Alexander
  • 2.
  • 3.
  • 4.  
  • 5.
  • 6.
  • 7.
  • 8. The Business Case for Human Performance Technology
  • 9.
  • 10. Examples of HPI Interventions   Reports on time   Removal of interfering tasks     Reports late   Efficient use of software   Training and job aids   Inefficient use of new software       No waiting customers   Increased number of customer service representatives       Waiting customers     Low error rates   Feedback on error rates with comparisons across work teams       High error rates   Soaring sales   Increased commission   Lagging sales   Improved performance Intervention Current state
  • 11.
  • 12.
  • 13. “ Pit a good employee against a bad system and the system will win most every time.” “ Geary Rummler: Training Skills Isn’t Enough.” Rummler, Geary, Training , 1983, V. 20, Ed. 8, pp. 75-76 2-5
  • 14. HPT’s Systematic Model Performance Analysis > Identify any gaps between the organization’s mission, vision and goals, and the environment. > Identify opportunities and/or any performance gaps that exist between present and desired levels of performance. Cause Analysis > Identify environmental causes that contribute to the performance gap. > Identify characteristics of the workforce that contribute to the performance gap. Intervention Selection, Design and Development > Select appropriate intervention techniques to improve performance. > Design/develop the necessary intervention strategy and tools. Intervention Implementation and Change > Coordinate the overall intervention strategy. > Ensure that each of the techniques is used appropriately. Evaluation of the Process and the Results > Conduct formative evaluation of the analysis and design processes used. > Evaluate immediate reaction and application. > Evaluate individual and organizational performance improvement and Return on Investment.
  • 15.
  • 16.