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compiled by Nathan Snyder

HPT TOOLKIT

Chapter 6

Trends in HPT

 

Instruction as a diminishing type of intervention

While instruction will never go away it is true that there are many other types of interventions many of which may be more appropriate than instruction.

• The BEM reveals that there are more components to worker performance than mere knowledge.
• Other interventions may improve worker performance
• Accumulating data that suggest that Instruction Interventions comprise a small portion of actual required interventions

ROI as a primary consideration for interventions

The idea of the HPT practitioner having his/her eye on the return on investment is different than that of the traditional trainer. More HPT models include this concept.

• Those responsible for have not traditional been held accountable for the results of training, like the three D model
• Business expecting more from everyone now hold trainers accountable for their performance
• Trainers realize that training is not a magic bullet with regards to worker performance

Enablers

Here are a few enablers that will contribute to the success of HPT as an improvement initiative.

• HPT's short but positive track record
• Scientific and systematic
• Non-reliance on charisma
• Practitioners expecting to be accountable for their performance

Barriers

Here are a few barriers that impede the success of HPT.

• Business' familiarity with the practices of training away human performance problems
• Business' unfamiliarity with the practice jargon of HPT
• The confusion between HPT and HR job descriptions
• No regulatory oversight ( I am not suggesting that HPT practitioners be licensed but if they were it would lend a legitimacy to the practice).