Skilling Up with Human Performance

After 8-weeks in the Human Performance Technology (HPT) course, I learned this course has nothing to do with actual technology. Instead, it focused on a systematic process for solving HP problems. Eight weeks ago, I described this as "the brain and its function as an essential part of human performance" and "solving the world's problems". We can see my perspective was on the scientific side by defining it as, somewhat, increasing the brain's capacity. In addition, I referenced Stolovitch & Keeps's definition,

"performance is a function of both the behavior and accomplishment of a person or group of people. Performance includes the actions of a person or people and the result of the action or actions".

So, how do I define HP now that I am near the completion of this course? I reference back to the Human Performance Technology EDCI 52800 Syllabus (2022) which defines it in the exact words for me. It is,

"a systematic approach to the analysis, design, development, implementation and evaluation of performance improvement interventions within organizations is emphasized."

It is all about following a linear step-by-step process to get to the real root cause of the performance problems, determining what type of intervention(s) will be needed, and executing the implementation and evaluation plans to address the problem. This definition is certainly an understatement for all the detailed steps involved in the process, however, it provides a brushstroke of what it is.

Human Performance is a complex, robust process and it requires specialized skills and capabilities to perform. As learning professionals, we are expected to consult, design, develop, and deliver learning solutions (or interventions) for our clients or business partners. Before we roll up our sleeves to begin this work, human performance consulting should be considered to ensure the right type of intervention is used to address the business problem. This puts learning professionals in the hot seat! Not all organizations have performance specialists or dedicated resources to consult on human performance. It now means learning professionals will need to skill up to learn these consulting skills to begin making a real impact on performance.

I used the Stolovitch & Keeps's Self-Assessments to gauge my competency areas in human performance and here is my inventory of specific skills:

Top 5 Skills I Already Know

As a learning professional in the field, there were five areas of strength that I continue to exercise each day in my current role. These skills took time to develop and required experiences to shape and sharpen.

• Determining performance improvement projects appropriate to work on

• Wite statements of performance intervention outcomes

• Sequencing performance intervention outcomes

• Sequence performance intervention activities

• Communicate effectively in visual, oral, and written form

Top 5 Areas I Should Develop Further

As consulting approaches and concepts change over time, it is important to stay skilled with modern competencies and have the critical characteristics for performance consulting. Although the concepts taught in this course have existed for years, I found some competency areas to be new and I would need to develop further.

• Evaluating performance improvement interventions

• Creating performance improvement implementation plans

• Promoting performance consulting and human performance improvement as a major approach to achieving desired results in organizations

• Focusing on the client's need (a performance consulting critical characteristic)

• Ability to sort out priorities (a performance consulting critical characteristic)

Day In a Life Going Forward

This course has provided an abundant amount of learning and concepts that will take time to consume and put into application. If you are or ever were a learning professional for a large global company, you might be familiar with the many concepts, practices, approaches, and consulting methods that we've had to adapt over time. Sometimes, the use of methodologies will vary by context. To add more methods to my toolkit can be overwhelming, however, the beauty of the human performance system is it is aligned to the common steps already existing in learning and development. There are a few key skills I'll be implementing in my work immediately while I continue to develop the above skills further. As I mentioned, the way I gained my strengths was with time and experience.

• Conduct performance gap analysis

• Assess performer characteristics

• Analyze the structures of jobs, tasks, and content

• Determine resources appropriate for performance improvement activities and help obtain these

Learn more about human performance with Training Ain't Performance.