Human Performance Improvement - Essay Example

Human Performance Improvement Human performance improvement (HPI) involves a systematic process of surveying and analyzing the performance lapseas well as the reasons behind these gaps in performance level of the human resource present in an organization. This operation might take place at different levels, namely, an individual performer, a team, an organizational unit or department within the body and the organization itself. Improving the performance involves measuring the current output and then altering or modifying the processes and resource employment in order to increase the level of output. When it comes to the human resources, the managers and employees might be altered in terms of responsibilities and position such that the desired performance level may be achieved in terms of output generated. The main goals and purposes of human performance improvement are: Help the clients identify and define their business goals Linking these goals to human performance. Analyze and estimate the current level of performance of the organization or the present status pertaining to performance level. Tracking the basic cause behind the performance deficiencies Finding and implementing solutions that are cost effective and ethically justifiable. Evaluation of results of interventions When we talk about learning instead of human performance improvement processes, we are actually involving the learners in a training program, which might train them for a particular purpose, but the outcome is not measured or judged. The training is oriented towards an alteration of human behavior and not really the outcome or the performance. In case of training, the behavioral pattern is changed but the outcome or the ends reached might or might not change accordingly. (Stolovitch and Keeps, 1999) While the change in a person’s behavior might bring about changes in the processes or the way in which something is done (means), the human performance improvement scheme is aimed towards improving the changing or affecting the ends or the outcome. In a certain organizational framework, the performance of the human resource is not independent of the associated factors in the workplace. The factors that are bound to affect the performance level or he degree of efforts applied by an employee are as follows: The individual meets the job expectation A feedback on the performance level, received at regular intervals. The right kind of environment to work in as well as the proper availability of tools and other complementary resources to work with Internal motivation as well as external incentives might help to boost up the work impetus of the individual. Appropriate knowledge and skills required being possessed. The employee needs to have the zeal as well as capacity to work in the assigned position. The entire process begins from the cues or the instructions given for the completion of the project and ends in outcome via means. HPI process concentrates mainly on the means as well as the outcome. Thus the above factors are taken into account during the framing of the policies to be undertaken. There are many models of HPI (Human Performance Improvement) process: Mager and Pipe’s Troubleshooting Model The steps involved are as follows: The performance discrepancy is addressed and described. Whether it is an important discrepancy or not Whether the discrepancy arise from deficiency in skill or not If this is about a skill lapse, whether the performers are habituated in doing it and are they using this skill very efficiently. If the skill is not being used, whether non-performance is worthy of punishment Whether non-performance bears any rewards. To assess whether performance at all matters or whether there is any hindrance to punishment. Human performance enhancement model: The steps involved are: Realization of what is taking place or happening currently Envision or frame out what needs to happen Clarification present and future gaps Determine or track the present and future importance of gaps Distinguish the causes underlying the gaps. Human performance enhancement strategies are selected both at the individual and the collective level such that addressing their causes closes the gaps. The probable outcome of implementation of Human performance enhancement strategies is assessed. An action plan is drawn for the implementation of Human performance enhancement strategies. The Human performance enhancement strategies are implemented. Results evaluated and feedback inserted into the first step. Human performance Improvement Process model: The following steps are involved: Performance analysis Cause analysis Selecting the appropriate interventions Implementation Change management Evaluation and measurement Human Performance Improvement (error-prevention techniques into the everyday behaviors and practices of caregivers): formulated by the Juran Healthcare The following tools are implemented in order to reduce overall serious safety events by a large extent. “System-Wide Data Analysis of serious safety events and incident reports allows the organization to identify and prioritize areas for improvement.” “Establish Behavior-Based Expectations and Error Prevention Techniques based on common cause analysis data, designed specifically to address the high-risk situations and behaviors.” “Implement Red Rules, which are a set of minimum standards associated with certain patient safety processes that must be met and require verbatim compliance (e.g. patient identification, proper hand hygiene, universal protocol, high-risk medication administration, and tag-out procedures).” (Juran.com, 2007, http://www.juran.com/healthcare_patient_human.asp) In order to make the maximum out of the Human Performance Improvement plan, it is important to be objective and undergo a thorough analysis of the different dimensions involved in the process. Mere training would not help. Rather, a goal oriented improvement needs to be brought about. Now, is the organization has one specific issue in mind, the other issues might be overlooked and hence a balanced approach cannot be taken. Hence a strong objectivity of increasing the performance of the enterprises necessary and an all round action to be adopted. Systems thinking incorporates an acknowledgement of the fact that different components are linked up with one another and the functioning of one such component will affect the entire complexity of the system. Instead of a reduction approach of Descartes’, an integrated system needs to be undertaken and the interactions between the elements should be identified. System thinking brings about organizational communication at all the levels such that any kind of system can be studied using ths approach. As far as human performance improvement is cocnerned, it is widely related to system thinking because it is the people who link up the different departments in an organization. Proper team work, interaction and coordiantion needs to eb established to maximize the final production which is brought about by the right interaction between the employees and the different components of the system. The HPI initiatives helps in identifying the key factors responsible for the final performance level of the organisation. These factors may be internal or external or both. HPI efforts help in identification of these factors as well as suggests methods to deal with these. The ultimate aim is to reach the broader goals of the organization. The role of the change manager is to ensure that the interventions at a certain level are justified and implemented in ways that would be consistent with the results that are expected or desired. This would assist the different persons as well as the teams to reach their goals and achieve results. The change manager thus, guides them by implementing a performance improvement method. It has been well pointed out by Callahan (1997) that identification and evaluation of needs is the first step in most performance improvement processes. These needs are associated with performance gaps. The role of the performance needs analyst whose role is to point out the problems and opportunities associated with the causes and the backdrop of the problem (Kiran, 1997). This will help in tracking the way in which the works may be preserved and enhanced and to eradicate the elements, which needs to be replaced or eliminated. According to Hutchinson and Stein (1998), the performance technologists apply certain models, which mostly consist of a five-phase framework. This can be illustrated as follows: Analysis and definition of needs or gaps Selection and micro-design of the inventing step Microanalysis and design of the components of interventions An integrated application of the implementations Evaluation and feedback. The role of analyst is not only to analyze the internal factors of the firms. There are external factors, which need to be analyzed as well. These factors affecting the performance level of the employees are: Economic factors like interest rates, gross domestic product, consumer price index, disposable income and inflation affect the purchasing decisions of the customers. The social factors like skills of workers, responsibilities of the corporate and ethics, immigration and also out-migration, age, gender, generational variations, minority groups and population shifts also affect the performance level of the people in an organization. A new legislation, for example, introduction of a partisan ambience may affect the people too. Factors relating to the workforce like skills, advances, and changes in processes, recruitment and firing policies of the organizations, job market scenario altogether partially determine the performance level. Technological factors like advances, skills and changes in processes Competitive components are associated with the position in the market, the industry trends and forces as well as the developments in competitor organizations. Business, performance and gap analysis: Performance analysis involves identification of the gap between the desired and actual level of performance. Defining the scope of a project is the main success factor. The scope should demarcate the desired outcomes or results, which are critical (Rosenberg, 1998). Organizational goals or the desired outcomes limits the scope of the project and enable the performance expert to drive the efforts and resources towards the possible solutions, which will entail the greatest effect in terms of the outcomes. Thus when the analyst identifies the pros and cons of the critical goals set by the company, the scope of the project is estimated according to the performance analysis and the HPI assessment. For the constraint analysis, the first step is the identification of the constraints and hence the objective is to determine the optimum input level through limiting the operating expenses concerned with labor, sales and administration. The constraint is identified and hence its probability of affecting the mechanism is judged. After an in-depth analysis, the constraints are either eliminated or the objectives and processes reset in order to suit the purpose. St this juncture, the management needs to identify whether any other factor might become the constraints. The following five limitations may be set forth: For a manufacturing company, the time available on a certain machine or process is the constraint. For organizations employing skilled workers, the time is a constraint for some employees. For instance the time to meet deadlines may be too short for some. The resources available to work with might be less than sufficient. This is often the case with a research organization. Lack of appropriate skill and time constraint on the training time are also responsible to act as constraints. Lack of adequate interaction amongst the different hierarchical levels is also a constraint. Causes of performance gaps: Lack of, Consequences, incentives or rewards Data, information, and feedback Environmental support, resources, and tools Individual capacity Motives and expectations Skills and knowledge (Human Performance Technology (HPT) Primer, http://www.afc-ispi.org/hptprimer.htm) The culture of the organization has a great impact on the organization’s performance during the HPI formulation and implementation. The employees need to be aware of the timings, essence of punctuality, the schemes of leaves and holidays in order to be able to act accordingly. One needs to cultivate and emulate non-task-specific characteristics, such as cooperation, punctuality, and integrity as well as task specific formats of work. These things tend to instill in the people a sense of oneness and discipline. Thus the role of culture is extensive. Therefore a culture needs to be built up such that it might be incorporated in to the system and act as a precondition to the performance. Root cause analysis: Root cause analysis refers to the identification of the core causes behind the problem in a system. Before formulating and after the performance analysis, root cause analysis is the nest step. This is an important step because unless the root cause is identified, one cannot really solve the problem or find out the means to solution. Source: Combs and Falletta, 2000, p.5 To understand the root causes, several methods may be adopted. The most common method is that of survey or primary research. Asking around the knowledgeable people who might throw some light on the internal factors affecting the performance level can solve this. From the hard data gathered the experts might gather the team and through storytelling the problems may be identified along with the cause. Then some ways of eradicating or resolving these issues need to be devised. The HPI specialists work closely with the staff in order to diagnose the cause and help in finding solutions. In this case, often a partnership of the departments gives rise to the best solution. The interventions elected are based on the root cause of performance lapse and the eradication of gaps. The human Performance improvement initiatives are the essential to strengthen the human resource base. With the advent of technology, the number of employees may be brought down, however the few remaining needs to be adequately trained so that they may handle the machines well and also understand the work ethics and culture. They need to feel for their workplace and enjoy their work in order to be able to give their optimum efforts. The HPI efforts mainly deal with these aspects and embed the goals of the company as the personal goals of the employees. References: Callahan M. (1997). From Training to Performance Consulting. American Society for Training and Development: Alexandria, Virginia. Combs W.L., Falletta S.V. (2000), The targeted Evaluation process. Human Performance Technology (HPT) Primer, available from: http://www.afc-ispi.org/hptprimer.htm Hutchinson C. and F Stein. (1998). A whole new world of interventions: The performance technologist as integrating generalist. Performance Improvement 37(5): 18-25. Juran.com, 2007, available at: http://www.juran.com/healthcare_patient_human.asp Kirrane D. (1997). The Role of the Performance Needs Analyst. American Society for Training and Development: Alexandria, Virginia. Rosenberg M. (1998). Tangled up terms. Performance Improvement 37(9): 6-8 Stolovitch H and E Keeps. (1999). What is human performance technology? in Handbook of Human Performance Technology. Stolovitch H and E Keeps (eds). The International Society for Performance Improvement, Jossey-Bass/Pfeiffer: San Francisco, California Read More