How can organizations avoid the negative, sometimes chaotic, effects of multiple, poorly coordinated performance improvement interventions? How can we avoid punishing our external clients or staff with the side effects of solutions that might benefit our bottom line or internal efficiency at the expense of the value received or perceived by…

Examines barriers that performance consultants face when selling an organization on HPT (human performance technology), such as establishing credibility, learning the language of the business, and demonstrating the ability to run the HPT function as a business. Explores strategies that can be employed to eliminate or reduce barriers. (Author/LRW)

Considers how human performance technology (HPT) can achieve greater recognition in the mainstream business world by developing interventions that are framed in terms of enhancing the overall valuation of the organization's intangible assets. Discusses a consulting model that can be used with clients and stakeholders to identify barriers to…

While there has been much discussion of using interventions other than training, no one has addressed the problems of getting one or more of them implemented. This article examines the use of performance technology, focusing on internal and external consultants, interventions (team-building, policies and procedures, simultaneous, consecutive), and…

Discusses client satisfaction criteria relevant to human performance consultants and explains the CREDIT model that represents what clients consider most important. Examines CREDIT: Client needs, Relationships, demonstrating Expertise and experience, creating Deliverables, Interpersonal skills, and Tracking and project managing. (LRW)

Describes the benefits and potential drawbacks of transferring HPT (human performance technology) skills from outside consultants to managers within organizations. Discusses HPT competence and control over work environment, the role of traditional HPT experts after the shift, and three approaches to implementing the change. (PEN)

Presents 12 informal learning opportunities that human performance professionals can create for employees, including learning exchanges, conference summaries, exchanging ideas, posing questions and problems on email or bulletin boards, lunchtime programs, information sharing, recommended reading lists, vendor and consultant presentations,…