By Lucy Surhyel Newman, CPT, DBA, ISPI Director

In furtherance to previous discussions on the critical role of diagnosis before selecting interventions by Steven J. Kelly and using evidence to drive performance improvement by Ingrid Guerra-Lopez, I would like to discuss opportunities for the growth of HPT practice in a highly diversified and complex, yet promising global environment, for performance improvement.

I have no reservations in describing the emerging global situations in respective sectors and many institution types as well as governments as a promising environment in context of HPT because ISPI is an association with a systematic, data-driven, empirically derived approach that is focused on valuable, meaningful, and measurable results for the performer, underlying processes and the organization in which the performer works, while recognizing various stakeholders in the equation and uniqueness of each situation. Human history tends to indicate we are now in a phase of human development where systemic trust is an issue. Amidst competing interests, increasing demand for sustainable systemic performance, and shrinking resources, people tend to question propositions by leadership and authorities more. I also know ISPI has a very dedicated pool of certified practitioners and volunteers who have experienced many cycles of global boom and doom and are interested in mentoring new entrants into the HPT field.

I would like to believe given this scenario of declining global growth and related institutional challenges, there will be many emerging professional that are today in the situation I was in the fall of 2003. Out of a desperate need of a professional association that had a clearly articulated methodology for showing contribution to the bottom line and link of employee learning intervention programs to employee performance, I found ISPI and the 10 Standards of Performance Improvement, which later became my mantra. Then, as a regular attendant of both the International and former Fall conferences, I came across more experienced HPT practitioners, many of whom became my mentors and further supported my continued learning and project experiences, even at a physical distance as an international member. Over the years, my entire career, doctoral program, and various publications became highly influenced by the ideals of ISPI, the HPT Model, and the 10 Standards of Performance Improvement. I have not looked back.

THE Performance Improvement Conference 2013 in Reno is about What Works. ISPI Collaborate is about sharing and engaging within various ISPI communities. The expanding corporate membership and partnership arrangements are about making systemic contributions. And, the emerging professionals’ opportunity is about continued improvement, leading to certification, more practice, volunteering, and mentoring. So, I think the opportunities are promising because ISPI is about performance improvement, and situations in most regions of the world indicate a need for performance improvement. Therefore, many of the innovations being implemented within ISPI including the themes for Lisbon 2012 and Reno 2013 will help the open-ended ISPI aspiration for developing and recognizing the proficiency of practitioners, while advocating for the use of human performance technology (HPT) in creating sustainable and value added results to institutions and governments across jurisdictions and continents in the long term. Thereby, continually ensuring a growing pool of HPT practitioners, while perpetuating the HPT practice across several generations! I know it to be so, because I am a reflection of the efficacy of the process. So, I encourage, as many as are still “window shopping” in ISPI, to make that commitment and be part of the drivers of the change required in many aspects of the global community.