Human Performance Technology Model Explained
Introduction to
the human performance problem
What is the problem?
In a training
program to teach orthopaedic surgery residents on the microsurgery skills of
repairing the nerves of the hand, the current success rate is not as expected
and the resources that are used to run this workshop is significant.
The problem is, how to increase the rate of successful
acquisition of the skill of nerve repair in this high fidelity skill workshop.
Benefits that can be gained by solving the problem
If the success
rate can be increased, the number of trained personnel will be higher , the
number of successful nerve repair done in the hospital will be higher
and therefore reducing the number re operations and secondary reconstructive
procedures with better outcomes for the patients.
What is expected when the problem is solved or
performance is improved?
If the success
rate of skill acquisition in the workshop can be increased the following can be
expected:-
1. number of surgeon competent to perform nerve surgery will be higher
2. the number of successful nerve repair done in the hospital will be
higher
3. reduction in the number re operations for nerve surgery
4. secondary reconstructive procedures for nerve injuries will be less
5. Better outcomes for patients with nerve injury.
Personal approach to solving the problem
Based on the
assessment of the trainees at the end of the course, the “gut” feeling is that
the success rate is not satisfactory. This is based on analysing the quality of
the output of the trainee at the end of the workshop based on the assessment
rubrics used.
My personal
approach to increase the percentage of candidates being competent in nerve
repair in the context of the high fidelity simulation model that we use, would
be to increase the time and episodes the candidates spend in the laboratory
repeatedly practising the skills till the outcomes are achieved .
This will
require intensive resources in arranging for faculty members to be made
available during these workshops and also that the candidates must leave the
workplace to attend this workshop and therefore reduce productivity of the
organisation.
Introducing the
stages, tools and approach of HPT Model 1 (Van Tiem Model)
This popular model of businesses to improve
performance, consists of four stages.
Performance analysis
The first stage
is to identify a problem. The problem has to be related to the performance of
the workers. To be able to identify a problem, performance has to be measured.
There needs to be an establishment of standards that are acceptable. Once the
desired standards have been established the actual performance of the workforce
is then measured using various tools and this produces a metrics for the
measurement of the gap between what is expected and what is actually occurring
on the ground level. Here tools need to be developed to measure performance
that has to be defined very clearly with well-defined specificity and should be
measurable reliably. These metrics should measure performance as an output and
results rather than just mere behaviour of the worker.
In this stage of
the analysis it is crucial to ensure that the performance improvement that is
being measured is aligned to the corporate objectives of the organisation. Thus
an organisational analysis is performed to study the vision and mission, goals
and values of the organisation. The performance improvement being targeted must
be aligned to the goals and objectives of the organisation. This will ensure
buy in by the essential stakeholders to ensure success of the performance
improvement measures.
It will also
require an analysis of the environment in which the performance improvement
strategies are going to be implemented. This will include an analysis of the
structure, systems and processes within the organisation that impact the
performance of the workers. This will include remuneration packages, reward
systems and facilities and equipment available for the workers to perform.
In the analysis
of the workers impact on performance, assessment of knowledge, skills and
attitudes and motivation of the worker needs to be executed so as to be able to
move onto the next stage of cause analysis.
Cause analysis
In this stage
the causes for the performance gap is analysed using various tools, looking at
environmental factors and personal factors. As introduced by Gilbert, using the
behavioural model, the areas of environmental
factor in performance include the following;
1. information exchange to ensure that expectations and relevant
feedback are adequate for performance
2. resources are made available to ensure performance goals are being
achieved
3. adequate incentives are provided to ensure performance
In the area of individual factors that affect
performance, Gilbert when onto identify these three areas
1. adequate knowledge and skills of the individual to perform, and the
provisions of adequate training to acquire this level of knowledge and skills
2. the capacity of the individual to the task and performance expected
by the organisation.
3. The individuals motives in terms of intrinsic motivation and
extrinsic motivation to e.g. expected performance.
One of the tools
that can be used here would be root cause analysis to identify areas that may
be responsible for the performance gap. Another tool that can be used to
identify some of the causes would be information gathering tools like focus
groups, interviews, surveys, observation and benchmarking.(Duman, Chyung, Villachica, & Winiecki, 2011)
Design, development and deployment
Based on the
previous two stages performance gap has been analysed and the causes have been
determined using the various tools. In this phase dependent on the findings of
the first two stages, various strategies are generated based on the cause
analysis and in the organisational structure, system or processes. This stage
will also generate strategies for human capital development that will enable the
staff and with performance support and financial systems to ensure resource
allocation for environmental changes and performance incentives.
The ADDIE model
can be utilised to generate the various strategies to improve performance.
Using this model and based on the analysis that has been done stage I and 2,
specific learning outcomes, techniques and materials for training can be
developed and implemented to training programmes and then carefully measured to
achieve desirable outcomes so that the performance improvement is obtained.
Evaluation
The purpose of
the evaluation phase of this whole performance improvement exercise is to
ensure that the overall objective of reducing the performance gap has been
achieved. This is an ongoing process even during the analysis stage, formative
assessments can be performed in the form of surveys and feedback to ensure that
the true situation is being observed and measured accurately, so as to
determine the performance gap to implement improvement strategies. In terms of
the effectiveness of the various interventions that have been deployed to
improve the performance, summative assessments of the workforce can be done to
ensure that change in behaviour and performance have been achieved.(Nickols, 2011)
Confirmatory
evaluation is performed by ensuring that the corporate objectives have been
achieved by the performance improvement program. These would include return of
investment, continuing effectiveness and efficiency in the processes of the
organisation. The results of these evaluation can be used to provide further
improvement in performance to the next level so as to ensure continuous
improvement as part of quality and excellence in performance in the
organisation.(Kaifeng Jiang, Lepak, Jia Ju, & Baer, 2012)
Introducing the
stages, tools and approach of Appreciate
Inquiry Model
In this model ,
originally described by Copperrider and Srivasta, it uses a much more empathetic
approach towards the analysis of performance deficiency in an organisation with
the use of affirmative language. It bears similarities in many ways to the
first model of the classical humans performance technology models described
earlier, in which it consists of also four stages.
It starts by
describing the problem in a rather supportive way rather than a gap in
performance which can be negative. So the problem is crafted with a language
that brings about positive values that are desired to ensure the success of the
individual through striving for a high level of performance.
Discovery
In this phase
which will be equivalent to the analysis stage of the first model, instead of
looking at the deficiencies in performance, in this model the positive core strengths
are identified. During this phase of data collection it not only reaffirms the
core strengths of the individual but also helps to initiate the process of root
cause analysis that is holding them back from performing at higher level. This
sets the stage for the next phase in the development of the expected
performance that is desired by the individuals.
Dream
Carrying on from
the previous theme of a positive and encouraging process, in this phase the
workers are encouraged to dream of the ideal workforce performance as compared
to the current which is the actual. The difference is not characterised as a gap
but rather the goal to move forward in a positive manner. So this therefore
starts to measure the distance between the ideal performance and that in which
they are now, known as the distance analysis. This sets the stage for the next
phase which is the design, development and deployment of strategies to achieve
a higher level of performance.
Design
In this stage it
is very similar to the first model in which various strategies are designed
generated and then chosen and implemented for a change in performance. However
as a result of the engagement of the staff in the first two phases, it helps in
the development of a very positive
environment among the workers in helping design strategies to improve the
performance level.
Destiny
In this phase
which is the implementation stage of the performance improvement program, the
difference as compared to the first model, is, as the result of the process by
which the analysis had been perform in the design phase there has been
engagement of the stake holders of the performance improvement program. This
therefore facilitates, and , it commences change management which is required
in performance improvement projects. Evaluation of the program is similar as in
any other system but in the appreciative
inquiry model it includes lessons learned to reinforce behaviour change
and the confirmatory evaluation processes focuses on positive outcome from the
change affect.(Vieregge & Moseley, 2012)
Application Comparison table:
The following
table compares the three methods for the problem stated in the beginning of
this assignment.
Area Considered
|
Your Personal Approach
|
Approach of HPT Model 1
|
Approach of HPT Model 2
|
Analysis of gap/s* in performance
|
Measuring the percentage of candidates
achieving satisfactory results during workshop.
|
Calculating the performance gap by first
setting standards that is required in clinical life or nerve repair and then
comparing that to what is achieved in real life clinical practice. The
current performance level is 20% (80% gap) and we will set a realistic target
of 40% of candidates achieving competency as described by the rubrics of the
workshop.(reduce gap to 60%)
|
Engaging all stake holders in Nerve Injuries
and inquiring how the outcomes can be excellent through an analysis of the
distance between where they are now and where they want to be. A focus group
methodology will be used to engage the participants to achieve a higher level
of competency that they would set themselves.
|
Cause
Analysis
|
No real analysis is done but a gut
feeling says that more practice to produce better results. Not evidence base.
|
In this model action research is
performed to understand the root causes of the performance gap systematically
against environmental and individual causes.
|
In this model the core values and
competencies of the individual and environment are positively analysed to
determine the distance from achieving higher performance.
|
Design of
Intervention
|
Very little design is performed here
except in increasing the repetition and frequency of practice.
|
Using models like the ADDIE, various
suitable instructional design strategies will be generated to overcome the
causes of the performance gap.
|
The engagement of the candidates will be
involved in the design of the various intervention to improve performance
thereby they having ownership of the strategies.
|
Implementation
Of Intervention
|
Conduct more frequent workshops and
longer periods of time to practice. Resource intensive.
|
Options generated would be carefully
chosen to meet the needs of the candidates. Consideration will be given to
individual factors and environmental factors in implementing the strategies.
Timely and positive feedback will be implemented.
|
Effective communication of chosen
strategies of which candidates have ownership to ensure acceptance and
produce desired outcome.
|
Risk
Management
|
None
|
To ensure effective utilisation of
resources the performance gap is contextual and real-world based. This will
ensure stakeholder acceptance. Ensuring appropriate individual and
environmental factors conducive to performance improvement.
|
Commitment and acceptance to the change
process is ensured as during the discovery phase positive affirmations and enhancements
of the positive competency and core values have been emphasised.
|
Monitoring and Evaluation
|
Observing the results of nerve repair
through summative and formative evaluation.
|
Similar formative and summative
assessment but include confirmatory assessment through outcome measures in
nerve injury patients.
|
With the affirmative and positive process
the candidates can be encouraged to continue to improve on their performance.
|
Conclusion
HPT
provides model to systematically and systemically analyse the performance
deficiency in an endeavour. By its rigorous methodology it allows for the
analysis of the causes of the performance gap. Once the causes have been
analysed the solutions can be generated using generic models of instructional
design to provide the necessary strategies to help improve performance to the
level desired. The whole process of performance technology requires a rigorous
and robust methodology to convert to metrics the performance of human
behaviour.
It can
provide a look forward to future challenges in human performance technology,
since by far the greatest activity within any organization is human activity. (Pershing, Ji-Eun Lee, & Jing Li Cheng, 2008). The identification of expected
levels of performance clearly and specifically articulated through objectives
that are measurable allows for a scientific method of improving performance
through various environmental and individual factors to provide the desired
outcome. It ensures that the solutions generated are effective for the causes
of performance deficiency, and appropriate monitoring and evaluation ensures
that the right strategies are being utilise allowing for review and change as
necessary.
The
guesswork approach does not allow for the methodology and rigour that is needed
to achieve performance outcome in a most cost effective manner. It can be risky
and expensive as it does not take into consideration all the factors involved
in changing behaviour and performance. It lacks the rigour and robustness of
analysis of the causes for the performance deficit and in the generation of
effective options to improve performance. It is not an evidence base method of
solving performance problems.
In
attempting to resolve a problem and performance in the real world, the first is
to identify performance gap that exists. In order to identify this, tools must
be identified or designed and chosen to measure the performance. In the next phase,
the desired performance is identified and the metrics to measure it determined
with the appropriate tools to measure the level of performance. Once the gap
has been determined, the causes for this defect is identified through an
analysis of the environment, the individual and the organisation. Having
identified the causes for this performance deficiency one can then develop the
various strategies to overcome these deficiencies to reach the desirable
outcome. This can be targeted at the environment, the organisation or the
individual. Specific and effective strategies are then chosen and implemented
and during the process monitored and appropriately reviewed to ensure that the
desired outcome is achieved.
References
Duman, B. D., Chyung, S. Y. (Yonnie), Villachica, S. W., &
Winiecki, D. (2011). Root causes of errant ordered radiology exams: Results of
a needs assessment. Performance Improvement, 50(1), 17–24.
doi:10.1002/pfi.20192
Kaifeng Jiang, Lepak, D. P., Jia Ju, &
Baer, J. C. (2012). How Does Human Resource Management Influence Organizational
Outcomes? a Meta-Analytic Investigation of Mediating Mechanisms. Academy of
Management Journal, 55(6), 1264–1294. doi:10.5465/amj.2011.0088
Nickols, F. (2011). A single universal
model? No, thanks! Performance Improvement, 50(9), 15–19.
doi:10.1002/pfi.20252
Pershing, J. A., Ji-Eun Lee, &
Jing Li Cheng. (2008). Current status, future trends, and issues in human
performance technology, part 1: Influential domains, current status, and
recognition of HPT. Performance Improvement, 47(1), 9–17.
doi:10.1002/pfi.174
Vieregge, K. L., & Moseley, J. L.
(2012). Our future as performance improvement practitioners: A follow-up
wake-up call. Performance Improvement, 51(10), 12–20. doi:10.1002/pfi.21310
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