What is the process of Human Performance Technology (HPT)?
The process of HPT usually starts with the comparison of the performance at the presence and the given level of performance that is desired. Then, an analysis of the cause is generally done to determine the impact of the environment at an organization and the methodologies of improving the performance.
This week's readings focused on Human Performance Technology concepts and process models, this term is new to me, but since taking this course, it's been used repeatedly. The first article I read covered the performance improvement of the Premier Kayak Company. Due to the neglect of the company owners, managers, and staff, the company was spiraling down. In order to get an understanding of what was causing the company to deter, they used the "traditional human performance technology." Unfortunately, the communication of the company caused it to fail. I think if you own a small business that meetings, staff evaluations, and feedback surveys from the customers are always needed to determine the process of the company. If you are unsure of the process or where to begin, then you should always hire an outside source to find the issue and hopefully fix it before the company is at a point that it will not survive.
When it comes to knowledge and technology, I understand that sometimes it takes a while to process the new HPT methods and procedures because you might have to deal with technology upgrades or you get a promotion, and you have to learn another program or even how to write/create a blog. Because understanding this new knowledge can be viewed differently, from being objective to dealing with a different learning process, you can often face challenges. For example, I currently work at a library as the Head of Circulation and Reserves, and my primary role is maintaining the public service desk. Still, the library dean would like for us all to be cross-trained and learn each other's roles. This stirs some issues with all staff and faculty because we are of different job categories and experience levels. I, for one, do not want to do the work of a librarian or someone who is at the intermediate level of work while I am at the master level of work. However, dealing with the cross-training preference can make staff and faculty leave the library department for another department or seek early retirement. In addition, new changes cause some new issues because there are co-worker's resistance to learning how to operate a simple program that is beneficial to all departments. The best way we've decided to incorporate our knowledge together is by working together and creating libguides, Kaltura videos, canvas courses, and training manuals with graphics and text; that way, we can learn at our own pace if push comes to shove and the vice-chancellor approves this cross-training process.
The Gawande article made me think of all the procedures those in the medical take to save a life or try to save a life. It is as if they studied the models of HPT to make sure the steps are taken with care and handled; yes, there might be mistakes, but not all the time. I feel that is when they will reevaluate the problem and make sure it doesn't happen again, by providing adequate training. I work with students, and when someone makes a mistake, I always refer them back to the canvas course I created, or I have them watch me, and then I have them give it a try. I make sure to let them know that if you are unsure, please, and we will go over the steps again until you understand it. This training technique works, and sometimes the student worker will take notes.
References:
Martin, F., Hall, H. A. IV, Blakely, A., Gayford, M. C., & Gunter, E. (2009). The HPT model applied to a kayak company's registration process. Performance Improvement, 48(3), 26-35.
Cheng, J., Son, S., & Bonk, C. J. (2010). Technology and knowledge management. In M. Malloch, L. Cairns, K. Evans, & B. O'Connor (Eds.), International Handbook of Workplace Learning (pp. 381-391). Sage Publications.
Gawande, A. (2007, December 10). The checklist. The New Yorker, 86-95.
I am also intrigued by your current organizational challenge. My wife is currently a systems librarian, but has been the head of circulation, serials, cataloging, etc. at other universities. It seems like there should be a happy medium somewhere so that librarians in one part of the organization can at least know enough about what others do that they consider these viewpoints when initiating tasks and projects. Thinking about Wile's synthesized HPT model, performance can be impacted by knowledge and skills and the organization's policies, goals, etc. However, you would think that some carrots could also be handed out in the way of incentives and useful job aids to mitigate negative impacts. In my college, that has sometimes taken the…
Hi, I enjoyed reading your post and how you connected your professional experience to the readings from this week. I agree with you that sometimes more institutions want employees in certain areas to know more about other jobs in the company. It could be challenging if the right approach and tools are not well designed or used to manage the knowledge and motivate employees to learn other skills that do not immediately impact their jobs. - Claudio Eduardo