Beyond Training and Development: State-Of-The-Art Strategies for Enhancing Human Performance
William J. Rothwell
This text gives HRD pro's a comprehensive model for improving human performance and delivers a systematic plan for its application. It provides specific action strategies, problem-solving ideas and original research findings.
organization. Base the estimate on the consequences of the problem, such as lost business, lost production, or scrap. If that is not clear, ask decisionmakers how they know that a problem exists. Their answer will shed light on what to measure. Then estimate what it will cost the organization to solve the problem. Include costs associated with clarifying the problem, identifying possible HPE strategies, and implementing the HPE strategies. Compare the costs of solving the problem to the expected
editor of Training and Development, Patricia Galagan writes, "[O]ut of [workplace] upheaval emerged the high-performance work organizationa catchall phrase for companies in a perennial search for better results. For trainers, that should signal an important message: Shift your focus from training and development activities (input) to the performance of individuals and organizations (output)."4 Add to that the need for training to be offered faster, geared to the quickly changing needs of
Exhibit 2-7. (continued) Basic Skill Groups Human Performance Technology Skill/Competency Requirements Analysis & communication 5. Write statements of human performance technology intervention outcomes. a. Discriminate objectives stated in performance/behavioral terms from human performance technology intervention goals, instructional goals, organizational goals, learner/worker activities, instructor/other people activities, and objectives written in other styles. b. State
competencies required to make the strategy successful? Appropriate rewards have been tied to desired results? Policies have been formulated (or revised) so that internal coordination exists among divisions, departments, work groups, or teams and individuals? The strategy is effectively communicated to employees and other relevant groups? · Established a means by which to evaluate the strategy before, during and after implementation? Page 216 Exhibit 10-5. A model of the strategic
about conducting the assessment. When key stakeholders attend such presentations, they learn about competency assessment and begin to decide how they would like to see the assessment effort carried out. 6. Conduct the study itself. This may involve sending mail (or electronic-mail) questionnaires to the targeted exemplary performers who are to serve as study subjects. They may also be interviewed face-to-face, by phone, or by videoteleconference. Most competency assessment studies rely on a