Welcome to ISPI’s Organizational Spotlight! This column focuses on our members–some you may know, some you may not. Each month, we will explore what brought them to ISPI, how they use the principles of human performance technology (HPT), and their insights into the value of membership. This month our interview is with Katica Roy, one of three managers on the Health Plan Institute (HPI) leadership team at Kaiser Premanente. For more than 60 years, Kaiser Permanente has provided quality health care.

Does Kaiser Permanente work locally? Nationally? Internationally? Globally? How does your organization approach human performance technology (HPT) in each of these landscapes? Is it different? How so?

Kaiser Permanente works nationally and has eight regions: Hawaii, Northern California, Southern California, the Northwest, Colorado, Ohio, Georgia, and the Mid-Atlantic states. Our department, the Health Plan Institute (HPI), is responsible for enterprise learning and performance support for sales, account management, and underwriting. Human performance technology is standard within HPI, and we use it to identify knowledge and skill gaps and other performance enablers that affect performance. HPI is also part of National Sales Operations and Performance (NSOP), so we work across our NSOP department to enable sales performance.

How does Kaiser Permanente adapt to performance improvement needs for today’s variety of generational workforces?

HPI focuses on sales enablement–essentially within the broader NSOP family enabling Kaiser Permanente to win the business at each stage of the sales cycle. Everything we do is within that context.

How do you use social media in your work? As a resource? As a solution?

HPI primarily uses social media as a resource for our teams to connect. We haven’t used social media broadly for informal or formal learning, but we are looking into how that would work.

What is your favorite CPT or HPT story?

My favorite HPT story is using Carl Binder’s Six Boxes Approach and Performance Chain to organize HPI’s work (including the integration of HPI into NSOP) around the sales cycle. It enables our learning professionals to have discussions with their business partners that are based in what our sales force is expected to do every day. It makes those conversations more business focused and, therefore, more meaningful to the business.

What excites you about ISPI’s work?

It focuses on performance–not just behavior or learning. It really keys into enabling employees to perform to meet the company’s business results. Basically, it starts and ends with the business.

What types of learning or performance improvement opportunities does Kaiser Permanente offer its employees? Its clients?

HPI focuses on learning activities and performance support that improve the knowledge and skills of our sales force. Currently we offer 75% of our courses in modalities other than instructor led, and performance support and manager support are integral to our offerings.

How has Kaiser Permanente’s approach(es) to performance improvement changed over time?

In 2011, HPI became part of NSOP; prior to that we were a stand-alone training department. With the integration into NSOP, we really have a robust structure to enable sales performance. It allows us to work as a team across NSOP for sales enablement.

What interesting things does Kaiser Permanente do to manage and develop its human capital?

We really concentrate on expectations and feedback and outputs as being key to our sales force’s success. It keeps us continually focused on the end game: winning business.

How does human performance technology add value to Kaiser Permanente? How do you measure its worth and value?

HPI and NSOP add value to Kaiser Permanente via human performance technology by enabling our sales force to win the business at each stage of the sales cycle. We measure our success by the success of our sales force–their measures are our measures.