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Archive for February, 2014

Human Performance Technology:</br>A Learning Guide for Performance Improvement

Human Performance Technology:
A Learning Guide for Performance Improvement

Time, date, or location is no longer an obstacle to beginning your performance improvement journey. ISPI has partnered with ImprovID to create a self-paced learning guide for performance improvement. The aim of the guide is to provide you with an introduction to human performance technology (HPT) concepts and the Certified Performance Technologist (CPT) Standards, and then to link HPT to various aspects of human resources (HR) and training.

Getting Started: An Intervention Analysis Primer

Getting Started: An Intervention Analysis Primer

Performance consultants are frequently asked to save struggling teams by facilitating team-building activities. But what if that is just a Band-Aid? What if that is the wrong prescription for the diagnosis? How do you drill down to the root causes of the problem? How do you make sure that you get the right information to perform the right interventions?

HPT Application Case Study in Growing China

HPT Application Case Study in Growing China

On June 12, 2009, Mr. Zhang Ruimin, chairman & CEO of Haier, raised a billion-dollar question during his keynote speech at a Wharton Global Alumni Forum in Beijing: China was once obsessed with MBA education, but the fever has now somewhat abated. The results of hiring MBA graduates have been poorer than expected. The main reason for this, in my view, is that MBA case studies are mainly focused on Western companies. There are very few on Chinese companies. And in China, we don’t have our own management theories yet. The other issue–and I think it’s a big one–is whether MBA graduates can operate well within the Chinese cultural context.

Learning + Marketing + Engagement = Business Impact

Learning + Marketing + Engagement = Business Impact

: In the course of our work as performance consultants and learning professionals, we are always looking to show business impact, either return on investment or return on expectations. Engagement surveys provide a great source of data to understand where to focus. A 2012 engagement survey provided the Enterprise Learning Team at the Hershey Company with the opportunity to scrutinize such data. The survey revealed that only a slight majority of employees thought they were offered the training and development opportunities they needed. The leadership team wanted to push that number higher. A 5% point favorability increase on two questions was the goal, and thus the Growing Careers@Hershey project was launched.

Let’s Put “Design” Back into Instructional Design!

Let’s Put “Design” Back into Instructional Design!

Memorable. Insightful. Impactful. Wouldn’t it be great if these were the adjectives that your learners used to describe their instructional experiences? Well, they can be. Training does not need to be painful and boring, and it does not have to turn into “ed-u-tainment” to grab and keep the attention of our learners.

Lights, Camera, Action! TV Learning Produces Results

Lights, Camera, Action! TV Learning Produces Results

With the widespread adoption of social media engagement and blended learning strategies, organizations are incorporating video into their training and strategic communication initiatives. When produced with foresight and thoughtful consideration, videos are highly effective in supporting and shifting organizational culture, creating deep and nuanced learning opportunities, and increasing employee engagement.

On the Road to Success–Metacognition

On the Road to Success–Metacognition

The deli chain where Jackie works just promoted her from employee to manager. She has new responsibilities setting her apart from those she with whom she used to work shoulder-to-shoulder. The line of customers during this busy noon hour grows. Surveying the situation, she sees one employee–a friend–glance at her, which Jackie interprets as being disapproval. She sees two other employees doing more talking with each other than tending customers. She is confused about what to do. She could pitch in to make sandwiches and serve customers or manage the overall situation.

How We Talk About Training

How We Talk About Training

As my company merged technology groups and we began engaging across many functional teams to discuss training employees, partners, and customers, I found myself clarifying several facets of training that were otherwise tossed around during meetings as if everyone understood what they meant. It was refreshing when one of the managers new to me asked, “What is the difference between a boot camp and a roadshow, and why would you choose one format over the other?”

Pragmatism: Making the Most Out of Training

Pragmatism: Making the Most Out of Training

When we use the words training programs or seminars, we almost always are referring to those classroom-type sessions, usually with a projector up front and a captive class listening (if not snoozing) to an assigned speaker or instructor. A skilled instructor would encourage participation–by asking questions and maybe including timed breakout sessions where participants are asked to work in small groups.

Applying Organizational Socialization Research to a Job-Training Program

Applying Organizational Socialization Research to a Job-Training Program

The rich literature on organizational socialization and employee turnover is often neglected in human performance technology. This is a report on the application of some key concepts from the literature to improve the organizational entry processes of a job-training program for at-risk youth. Lessons learned in improving retention and lowering turnover are readily applicable by those working in business or the social sector with similar populations.

<em>Performance Improvement</em> Journal: January Issue

Performance Improvement Journal: January Issue

Welcome to the January issue of the Performance Improvement journal (PIJ). This issue of the journal, edited by James Pershing, CPT, PhD, is the kickoff to a new year in performance improvement. And, we would like to take this opportunity to wish you a happy and productive 2014.

<em>Performance Improvement Quarterly 26(4)</em>

Performance Improvement Quarterly 26(4)

Welcome to another issue of Performance Improvement Quarterly (PIQ)! In this issue of PIQ, edited by Ingrid Guerra-López, PhD, we focus on a variety of influences of performance improvement factors. However, Dr. Guerra-López sums it up best with her well-delivered editor’s notes.

Knowledge Worker: A Baker’s Dozen of Factors Affecting Human Performance

Knowledge Worker: A Baker’s Dozen of Factors Affecting Human Performance

In last month’s column, I indicated that in this month’s column we would look at some factors affecting human performance. Failures in performance can occur when these factors are missing or not supportive of the performance in question. A human performance problem exists when one or more people or teams are not performing in accordance with expectations or requirements and the reasons for this failure in performance are unclear. Consequently, some kind of investigative effort is called for.

Performance Improving Technology: Keeping up with New Year’s Goals

Performance Improving Technology: Keeping up with New Year’s Goals

As the New Year has begun, and we are only a month deep into the thick of things, I find myself ensuring I will keep up with this year’s goals that I have set to make sure I am on track of things. I use the term goals and not resolutions; resolutions seem out-of-reach, distant goals that tend to fall by the wayside. I prefer to take things that I am already working on; I just want to work harder at them.

Needs Assessment Case Study: Preserving Patient Safety

Needs Assessment Case Study: Preserving Patient Safety

Tales from the Field, a monthly column, consists of reports of evidence-based performance improvement practice and advice, presented by graduate students, alumni, and faculty of Boise State University’s Organizational Performance and Workplace Learning Department. As a part of Dr. Don Winiecki’s Needs Assessment class at Boise State University, our student team conducted a needs assessment for Holy Medical Center (pseudonym). This case study describes the process we used to conduct the assessment.

Chapter Corner: Resources Available for Chapters

Chapter Corner: Resources Available for Chapters

With turnover in chapter leadership, new chapter board members may not be aware of the resources that they can access. In the ISPI Collaboration, you have access to several resources in the Global Chapter Forum community.