Performance Improvement: HPT Model

Performance Improvement: HPT Model

Darlene M. Van Tiem, Nancy Crain Burns
Copyright: © 2020 |Pages: 9
DOI: 10.4018/978-1-7998-3673-5.ch001
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Abstract

The human performance technology model represents the processes used by performance improvement practitioners while accomplishing their results. Performance improvement efforts begin with a performance analysis or need or opportunity; intervention selection, design, and development; intervention implementation and maintenance; and evaluation. This description seems daunting and tedious, but it is flexible. It is a guide with adaptations. The process is not closed with feedback all along enabling corrections and changes based on findings and new information. The process is not lock-step and can have adjustments as appropriate. This case studies the HTP model.
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Performance Improvement

Organizations and individual workers are more efficient and effective when they are part of a Human Performance Technology (HPT) process focused on appreciating what works well and paying attention to conditions in the workplace that could be improved. Often, organizations and individuals develop a hunch and then desire to adopt an effort that is quick but may not address the actual problem. It can be like using a Band-Aid to stop bleeding; but without cleansing the wound, the cut (the problem) may not be effectively fixed but may become infected and worse. Performance Improvement as a process looks at many aspects of the problem and crafts an intervention (solution) that in a sense cleanses the wound and stops the adverse or undesirable situation.

Human Performance Technology HPT Model

This model represents the processes used by performance improvement practitioners while accomplishing their results. Performance Improvement efforts begin with a Performance Analysis or Need or Opportunity; Intervention Selection, Design, and Development; Intervention Implementation and Maintenance; and Evaluation (Van Tiem et al., 2012). This description seems daunting and tedious, but it is flexible. It is a guide with adaptations. The process is not closed but includes feedback all along, enabling corrections and changes based on findings and new information. The process is not lock-step and can have adjustments as appropriate. Figure 1 illustrates the Performance Improvement/HPT model.

Figure 1.

Performance improvement/HPT model

978-1-7998-3673-5.ch001.f01
(Van Tiem, Moseley and Dessinger, 2012)

Performance Improvement Need or Opportunity

Human Performance Improvement practitioners are more successful if they first understand the problem or the opportunity that exists. Problems and opportunities are evident when there are gaps in an organization’s efforts to make money, save money, avoid costs, or do some greater good. To understand how to close these gaps, it is essential to understand the people and jobs involved, the leadership of the organization, and the mission and vision of the organization. In other words, understand the who, what, when, where, and why necessary for the situation. There are many aspects to consider.

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