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The History of Human Performance Technology (HPT): It

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Title: How to evaluate managers investment in performance improvement solutions Author: Judith Hale Last modified by: Judith Hale Created Date – PowerPoint PPT presentation

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Title: The History of Human Performance Technology (HPT): It


1
The History of Human Performance Technology
(HPT)Its Evolution, Contributions, Impact
  • Judith A. Hale, Ph.D., CPT
  • ibstpi Fellow
  • President of ISPI
  • Hale Associates
  • Haleassoci_at_aol.com
  • Skype Judith Hale

2
Human Performance Technology-HPT
  • Performance is the goal - it is doing worthy work
    efficiently, effectively, and ethically
  • Human performance is accomplished through human
    behaviors
  • Technology the application of a systematic
    process that examines the workplace, work, and
    the workers so people can perform

3
Drivers for HPT
  • Information Age - started with the development of
    the transistor
  • Today we see
  • Flatter structures with more information being
    pushed down into he organization
  • Greater decision making at each level
  • Changed the balance of information, now have a
    need for knowledge management just in time not
    just in case
  • Increased reliance on informal learning and a
    need for knowledge workers who know more about
    their job than the boss
  • Resulted the need to look at the workplace, work,
    and work to optimize resources
  • Human
  • Physical space
  • Technology

4
Impact of the Information Age on WorkArt Isaacs
Products systems
Increasing Complexity of Work
Simple Stand alone
Systems New Materials
Miniaturization Computerization
Workers contractors
Increasing Diversity of Worker Skills
Unskilled
Skilled
Technical Specialization
Mixed skills
Multi skilled
Government supplier customer
Increasing Interface
Directive
Collaborative
Quality approach
Increasing Quality
1930 Craftsman
1940-1950 Inspection
1960 Quality control
1970-1980 Quality assurance
1990-2020 Total quality
5
Evolution of Training to Performance
Measures
Increasing Demand for Return on Investment
Norm
Criterion
Impact
Transfer Sustainability
Technology
Increasing integration of computers work
learning
Programmed
Video
Computer-based simulations
Web-cast
Work design
Increasing Use of Performance Supports
Job-aids
Simplified tasks
EPSS
Total design
Workplace
Increasing Role of the Work Setting on Performance
1930 Design of tools
1940-1950 Leadership
1960
1970-1980
1990-2020 Integrated leadership- human capital
Organizational Structure Reengineer jobs
6
Complexity of the Work
Type One Repetitive Projects Know what complete looks like and how to get there Type Two Quasi-experimental Projects Have well described methods
Type Three Complex Projects Know what success looks like, but no universally agreed on way to get there or dont know how to get there Type Four Catastrophic Projects Not sure what success looks like and dont know how to get there
7
HPTs evolution over past 50 years
  • Moved from training to performance
  • Appling more sophisticated measurement practices
  • Increasingly use computers to both deliver
    content and support on-the-job performance
  • Increasingly help design work processes to
    support performance
  • Increasingly help design work environments that
    support the desired change in work behaviors
  • Increasingly work with organizations as
    integrated open systems

8
Evolution Milestones 1940-1950
  • Clients saw need to measure learning against
    criteria instead of norms.
  • Military and manufacturing required people to do
    task to standard
  • Getting 70, 80, 90 did not work wanted 100
  • This in turn forced trainers to design
    instruction based on meeting standards and
    testing both knowledge retention and application

9
Evolution Milestones 1950-1960
  • Concept of programmed learning developed
  • Tried teaching machines
  • Chunked learning
  • Built in feedback systems
  • Moved from instructional objectives to learning
    objectives to learning outcomes
  • Instructional technology was introduced

10
Evolution Milestones 1960-1970
  • Trainers started looking at how to support
    learning back on the job
  • Introduced job aids
  • Started building in performance supports into the
    job setting or job itself
  • Started questioning the role of the supervisor
    and importance of reinforcement
  • National Society for Programmed Instruction
    (NSPI) was established

11
Evolution Milestones 1970-1980
  • The term performance introduced into
    professional vocabulary
  • Trainers were asked to prove training was being
    applied on the job,
  • Trainers started looking at the workplace and how
    it supports the new behaviors
  • Recommended performance supports
  • Recommended reinforcement by the boss
  • Began to question the importance of job
    incentives and performance management systems.
  • NSPI became the National Society for Performance
    and Instruction

12
Evolution Milestones 1980-1990
  • Trainers started referring to their work as
    Performance Improvement
  • Trainers became more sophisticated in the use of
    delivery technology
  • Video
  • Computer assisted, computer-based, simulations
  • Language of Human Capital introduced

13
Human Capital
  • human capital, defined as 'skill, dexterity,
    and knowledge' of the population, has become the
    critical input that determines the rate of growth
    of the economy and the well-being of the
    population.
  • Boyatzis

14
Evolution Milestones 1990-2000
  • More complex solutions were developed to support
    and improve performance
  • Training combined with performance support
  • Incentive systems based on job deliverables
  • Reengineered work processes combined with more
    sophisticated technology.
  • Measurement
  • Increasingly expected to measure how well
    performance improvement programs (training, job
    design, alignment of incentives, improved
    infrastructure, etc.) affected
  • Retention done through testing
  • Application transfer to the job new behaviors
    on the job
  • NSPI became ISPI International Society for
    Performance Improvement
  • First Handbook for Performance improvement
    published

15
Evolution Milestones 2000-today
  • HPT increasingly
  • Applies more sophisticated measures
  • Time to and cost of proficiency
  • Business Impact contributions to and effect on
    the organizations competitiveness
  • Societal impact contributions to and effect on
    social and environmental issues
  • Assesses how jobs are designed and workplace
    variables affect performance
  • Certified Performance Technologist and HPT
    Standards introduced

16
HPTs Contributions for Tomorrow
  • ISPI
  • Building strategic alliances with key industry
    groups
  • Building strategic alliances with international
    partners
  • Developing credentials to recognize
    organizations, performance improvement programs,
    and learning solutions
  • Members doing more strategic work in key
    industries (education, healthcare, military,
    international development)

17
Work Workplace Challenges
  • Work being done virtually
  • Carried with you
  • Organizations using global virtual teams
  • A result is managers have an Increasing span of
    control over virtual/global workers
  • Workers have an increasing reliance on
    sophisticated integrated information
    communications technologies

18
Current Workforce Challenges
  • Aging workforce loss of tacit knowledge
  • Generational differences in expectations
  • Increasing reliance on multi-national workers for
    math and science skills
  • Continual need to re-skill or up-skill
  • Increasing need for skills in solving complex
    problems and innovation
  • Increasing need for self-directed learning

19
Consequence of these challenges
  • New players offering solutions
  • Architects and interior designers
  • Information technology vendors
  • Quality consultants
  • Training vendors
  • Financial and business consultants
  • All offer partial solutions that do not take into
    consideration the whole system

20
HPTs Position
  • HPT the only discipline that applies a systematic
    process that examines the whole system -
  • Marketplace
  • Workplace
  • Work
  • Workers
  • While
  • Staying focused on actual and desired outcomes or
    results
  • Being systemic is its approach and solutions
  • Seeking to add value in the process
  • Partnering or collaborating with all stakeholders

21
Summary
  • HPT as a profession will continue to
  • Make smart use of technology
  • Develop efficient ways to evaluate its
    contributions to organizations and society
  • Build strategic alliances with clients and
    stakeholders
  • Develop standards to recognize organizations and
    individuals who exemplify the adoption of HPT
  • Become more sophisticated in how to increase its
    level of influence
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