TIfPI_LogoDoes the Institute for Performance Improvement work locally? Nationally? Internationally? Globally? How does your organization approach human performance technology (HPT) in each of these landscapes? Is it different? How so?

The institute is global. Members of its communities of practice (CoPs) both live and work in different parts of the world. Our approach to HPT is the same–we are dedicated to building capacity in HPT in our members and our clients. Working together, we find common ground and collaborate on building the future.

How does the Institute for Performance Improvement adapt to performance improvement needs for today’s variety of generational workforces?

We start with where the member, client, or partner is. We do not presuppose something about them due to age, geography, language, or any other factor. We confirm their level of openness and skill. We find a great deal of diversity based on past experience and access to information, technology, and opportunity. To presuppose would not be applying our discipline of HPT. Having said that, we take pride in the fact we can dance many dances. Among us are the tech savvy and the tech naïve; the huggers and the demure; the texters and the personal note writers; and the multilingual and the culturally astute. We work with people who are curious, active learners who are committed to performance improvement. Our members and partners can learn and develop experience by the projects they engage in–either on the job or on behalf of the institute.

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

Social media is certainly a resource. That resource becomes a solution when it effectively allows for outreach and building community. However without a purpose, social media only adds noise and actually drives potential clients and partners away. Therefore, we use it selectively and purposefully. Some of our partners prefer Dropbox; others like meeting via web technology; some engage in blogging; and when all else fails, we talk on the phone or via Skype. A number of us are meeting in person in Reno.

What is your favorite HPT story?

It has changed over the years. Early in my career, it was applying rules and tools out of the Boy Scout manual to a sales roofing job. Later, it was building a simulation of six months in the life of a restaurant manager for a multinational restaurant chain. The simulation was built prior to the Internet. Still later, it was the process of building an international performance-based certification–using plain language principles and universal standards. For each of these examples there were clearly defined goals, a measureable gap, a combination of solutions, and sustainable measurable improvements for the client. More recently, it is the building of this institute. We have our goals, gap, measures, and partners. We are still building the solutions.

What excites you about ISPI’s work?

Its work in certification and accreditation is exciting. Given that ISPI sees itself as “the source” of HPT, then it only makes sense it is also the standard bearer.

What types of learning or performance improvement opportunities does the Institute for Performance Improvement offer its employees? Its clients?

We offer live and virtual training. Perhaps more important, we provide opportunities to partner with practice leaders on client work. We are also working with partners to create opportunities to influence policies related to education and workforce development.

How has the Institute for Performance Improvement’s approach(es) to performance improvement changed over time?

Because we are new, there has not been that much time to change. However, the vision Deb and I had in the beginning is certainly changing in response to the intelligent insight of members in our communities of practice. They and our partners are pushing us to embrace new exciting opportunities and to be much bigger than we have initially envisioned.

What interesting things does the Institute for Performance Improvement do to manage and develop its human capital?

Our human capital is the experience and expertise of our practice leaders. One of the first things we did was to recognize the practice leaders. Second, we have and will continue to create opportunities for them to apply their expertise. Third, we are tapping them to build expertise in human performance technology in our partners. Perhaps next year, we can add to the list.

How does human performance technology add value to the Institute for Performance Improvement? How do you measure its worth and value?

One of our distinguishing factors is our expertise in human performance technology. We are very focused on sustainable and measureable improvement. We both emulate and advocate for partnering and collaboration in ways that are genuine. We use human performance technology to facilitate discussions about what we want to measure and how we can ensure sustainable change.

The Institute for Performance Improvement (TIfPI)

The Institute for Performance Improvement (TIfPI) uses a social entrepreneurial approach to school and workforce improvement. Founded as an L(3)C company by Judith Hale, PhD, CPT, and Deb Page, CPT, TIfPI is a combination of a limited liability company (LLC) and a not-for-profit 501(c )(3). Through its CoPs, TIfPI is building capacity in human performance improvement in its members, in P-12 education leadership, and in the private sector. It supports research efforts to better align certification and accreditation standards with workforce requirements. To learn more about its service offerings, please visit www.TIfPI.org and select events.