This article presents a partnership effort among managers, trainers, and employees to spring to life performance improvement using the performance templates (P-T) approach. P-T represents a process model as well as a method of training leading to performance improvement. Not only does it add to our repertoire of training and performance management…

Most organizations focus on one-off training solutions to address a single workplace learning need at a single time rather than integrating learning and nonlearning interventions to help staff develop increasingly complex levels of expertise specific to their jobs. Curriculum is a long-term, integrated approach to training in which workers take…

Strategic plans and performance objectives define the results to be accomplished, but selecting a suitable set of performance technologies for your organizations requires more than just knowing the intended benefits. The systematic procedures described in the article will guide you through practical processes and valuable tools for identifying…

Using their "license to snoop," performance architects uncover the nuances of how work gets done in an organization. This is the first of a four-part series in which each article will present a different organizational level. Typical performance issues and opportunities for each level will be discussed, and helpful models and tools will be shared.…

Addressing metacognitive functions has been shown to improve performance at the individual, team, group, and organizational levels. Metacognition is beginning to surface as an added cognate discipline for the field of human performance technology (HPT). Advances from research in the fields of cognition and metacognition offer a place for HPT to…

The digitized collections of artifacts known as electronic portfolios are creating solutions to a variety of performance improvement needs in ways that are cost-effective and improve both individual and group learning and performance. When social media functionality is embedded in e-portfolios, the tools support collaboration, social learning,…

Discusses the potential for improving training and coaching program effectiveness by using fluency-development methods. Describes the revision of a new-hire training program in a customer call center that applied a fluency-based approach to reduce training time by one-third, accelerate productivity readiness, and surpass benchmark productivity…

A domestic credit union engages in a systematic performance improvement plan to better leverage a technical application within its organization. By engaging stakeholders early in the process, standardizing the organization's nomenclature, and building strategic partnerships, the credit union was able to achieve both quantitative and qualitative…

The following dimensions for effective reaction evaluations as a tool in training program evaluations are described: program objective(s)/content; program materials; delivery methods/technologies; instructor/facilitator; instructional activities; program time/length; training environment; planned action/transfer expectation;…

The business of training and performance improvement has always been cyclical, with the fortunes of human resource development (HRD) and performance improvement professionals rising and falling with the economic fortunes of the workplace. The current economic downturn and nascent recovery represent an opportunity for HRD and performance…

Discussion of human performance technology (HPT) emphasizes the key variable, which is the human variable. Highlights include the Ishikawa Diagram; human performance as one variable of process performance; collaborating with other improvement approaches; value propositions; and benefits to stakeholders, including real return on investments. (LRW)

Suggests that performance consultants are at their best for the benefit of clients when they assume the role of facilitator, not solver of clients' performance problems. Describes the four requirements involved in facilitation: Facilitators, Exemplary Performers, a Model, and Resources. Illustrates how to implement and use the four features of…

Suggests that human resources development professionals need to change their performance improvement focus and philosophy to embrace the importance of building on strengths and managing weaknesses. Identifies five characteristics indicative of employees' strengths. Describes seven strategies to help employees minimize their weaknesses while…

Discusses how to improve organizational performance by involving customers in partnerships. Relates experiences at the Center for Development and Disability at the University of New Mexico, serving people with developmental disabilities, which helped realize their mission, helped staff cross from theory to application, and increased relevancy and…

Presents an evaluation/development method for achieving customer-driven improvement in organizations. Describes the steps to external and internal "mirror analysis," a process for determining if the organization functions as a mirror of customers' needs and expectations. Twelve figures illustrate factors in the process. (AEF)