Category: CPT News
ISPI has been an important part of my professional life for many years–even before the introduction of the CPT credential in 2003. Once it became the formal acknowledgement that human performance technology (HPT) is an evidence-based approach to solving organizational problems, the credential became a valued addition to my resume.
The ever-expanding world of CPTs is particularly rife with possibilities immediately before the 2015 Performance Improvement Conference. The first opportunity is to become a CPT if you have been considering applying for the designation.
During the period between April 15, 2010, and July 14, 2013, Deloitte Consulting LLP provided consulting services to the Tax Administration of Kosovo (TAK) on a U.S. Agency for International Development (USAID) project. The overall objective of USAID’s Efficient and Sustainable Tax Administration of Kosovo Project was to strengthen capacities of the Tax Administration of Kosovo to improve voluntary taxpayer compliance; bring noncompliant taxpayers into the formal economy; implement tax laws and regulations in a fair and transparent manner; and improve revenue realization.
As we discuss performance improvement practices, we continue to chase an elusive definition of what we mean by “performance consulting.” Some colleagues in our field have provided a standard definition (Jim and Dana Robinson), while others suggest that “performance consulting means something different to every person and every organization” (Judith Hale). Indeed, within my education organization at CA Technologies, we have seen firsthand how difficult it is to craft a usable definition with which everyone can live. I am sure others have experienced the same.
Recently, I was asked to share my thoughts concerning the value that a Certified Performance Technologist (CPT) brings to a corporation or organization. When I thought about this, what came to mind was the standard of work that we all produce when assigned a project. You see, any time a CPT is assigned to a project, leadership knows they can expect a CPT to RSVP.
As a U.S. Coast Guard officer, I was continuously involved in training. Shipboard emergency drills and exercises had to be developed, scheduled, observed, and critiqued. Crews had to work constantly on their shipboard qualifications and professional development. Junior officers had to be coached and mentored, not only in the hard skills of navigation and engineering but also in the soft skills of leadership and ship handling.
“Why bother going through the effort to get the CPT designation? I know how to do this stuff…I have been doing it on some level for nearly 20 years. I do not need IPSI to confirm that I know what I am doing.” That was me just over seven years ago after having recently completed a graduate degree and wrestling with the idea of finally getting the CPT certification. I have been an ISPI member for many years and have benefited greatly from that association. I just was not sure that being able to put CPT after my name would do me much good professionally.
Successful professionals often assess their lives to determine whether their current activities add value and result in satisfaction. Achieving and maintaining certification as a performance technologist continues to meet these two criteria in my life. The 10 Standards of Performance Technology provide a continuous guide for my activities, which include university teaching, consulting on building resilience, safety officer on an All-Hazards Incident Management Team, chair of a technical community for development of consensus standards, and a field representative of the U.S. Naval Academy.
I received my CPT designation in 2003 and have renewed it three times in the last 10 years. Ten years ago, I wrestled with the decision as to my need for having another credential and I came very close to letting the pursuit of it go. There were many conversations with colleagues as to whether a credential was worth it.