Faced with increased incidences of work-related strain and sprain injuries and OSHA-recordable injuries, the organization in this case study details how it resolved these performance-related issues. This case study also demonstrates the effectiveness of Thomas Gilbert's (1978) Behavior Engineering Model as a tool for analyzing, defining, and…

Confirms that intellectual and professional tools be in good working order, avoid superstition, and refrain from faddish/ineffective interventions. HPT (Human Performance Technology) must keep sharpening its saw based on measured results and set clear and measurable goals/expectations; put the means of measuring progress against those goals in the…

Discusses William of Occam's "razor" principle of scientific philosophy that given more than one theory, explanation, or definition of something, the simplest one is probably the best and helps us to "shave off" concepts, variables or constructs that are not needed to explain the phenomenon. Applies this principle to human…

The goal of the project examined here was to establish performance standards for Navy aerographer's mate (AG) enlisted sailors at three skill levels. We used an online expert judgment task and consensus workshop methodology to gather information from subject matter experts on minimal proficiency requirements for each task within each skill level.…

Describes performance alignment--ensuring that all things work together in an organization to achieve its external goals--as the ultimate goal of the human performance technologist's profession. Discusses the three areas where performance is in business, three dimensions of performance alignment, and how to achieve performance alignment. (AEF)

Human performance technologists add value by making systematically important connections. After illustrating the connections made in various professions and organizations, this article discusses the importance, purpose, history and process of making connections. (AEF)

Burt Huber and his team from Ariel Performance Centered Systems won a performance support design award at last year's Online Learning Conference for their system at Payless shoes. Huber discusses some details of his organization's designs; how he approaches a client; how he assesses organizational readiness for performance support; role of…

The systematic four-step process introduced in this article lays the basic groundwork in helping an organization link all its programs and initiatives to its strategic goals. Discusses the definition and purpose of performance measurement; elements of a global performance system; and building a global performance measurement system. (AEF)

Examines the critical components of effective "practice" in the fields of instructional technology and human performance technology, as well as barriers to successful practice. Describes how to cope with these obstacles and ensure inclusion of relevant practice in instructional programs. Concludes with a true story that illustrates how…

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…

Five knowledge management (KM) experts discuss answers to six fundamental issues of KM that address: a definition of knowledge and KM; relationship between business and KM; whether technology has helped the knowledge worker; relationship between learning, performance, knowledge, and community; the promise of knowledge ecology or ecosystem and…

Performance improvement practitioners can be stymied to solve clients' problems. Clients may fail to recognize problems, would rather address symptoms than root causes and practitioners unable to convince clients to institute a meaningful solution. Practitioner can use internally developed data to build a case for action, create a clear vision of…

Considers three variables that can help performance technologists work more effectively with different kinds and different generations of people. Discusses recognizing the impace of position and disposition, assuring that feedback occurs, and thinking beyond old ways of operating and motivating. Suggests that the context of human interaction is…

At 81 years old, Robert F. (Bob) Mager is the granddaddy of modern performance analysis and instructional design techniques. Although he has retired from the profession, he is still actively learning. He is currently working on his fourth novel, and is also an award-winning ventriloquist and is taking flamenco lessons. Perhaps best known in the…

Performance technologists have the opportunity to employ blended instruction, a combination of face-to-face and online teaching. Faced with the benefits of using the best of both of these forms of instruction in a single training program, performance technologists must make some thoughtful decisions to create a successful design for learning.…