Change Management (click to expand) - Change Managers make sure that interventions are implemented smoothly and properly within an organization in accordance with the goals of the organization. Theories supporting the principles of Change Management are found in psychology and behavioral science. By utilizing what is known about how people accept change, organizations can introduce and manage change in an effective way to maximize results.
Front-end Analysis (click to expand) - A term coined by Joe Harless in 1973 to describe the process of determining gaps between actual performance and ideal performance for the purposes of designing targeted solutions based on the organization's goals. Harless used a series of questions to guide the analyst in determining next steps. The term is currently situated within performance analysis as a first step in applying Human Performance Improvement efforts (Rothwell, et al, 2007).
Intervention Evaluation (click to expand) - An intervention evaluation is normally used by an evaluator to assess the success or failure of a performance intervention. Prior to an intervention evaluation, protocol typically orders the evaluation specialist to predict results of an intervention before it is undertaken.
Intervention Specialist (click to expand) - "ASTD Models of Human Performance Improvement defines the intervention specialist as the role that 'selects appropriate interventions to address the root cause(s) of performance gaps'" (Rothwell, et al, p. 87, 2007). The role is critical to solving the actual performance problem and requires knowledge and skill to select appropriate interventions to close gaps.
Leisure (click to expand) - While commonly used to describe recreation, relaxation, or holiday, the word leisure represents an entirely different concept in human performance technology (HPT). The English word leisure comes from the Latin licere, which means “to be permitted” or “to be free” (Torkidsen, 2005). The French word, loisir, means “free time.” Taking the two definitions in conjunction, the word leisure can be interpreted as an opportunity permitted by freedom of occupation. It is the ultimate aim of performance technology.
Outsourcing (click to expand) - Outsourcing is the strategic use of outside resources to perform activities traditionally handled by internal staff and resources—considered a management strategy (Rothwell, 2007). More business look to outsourcing for many reasons, however the practice can have negative impacts as well—contributing to low morale and loss of employees.
Performance Analysis (click to expand) - According to Rothwell (2000), performance analysis is "the process of identifying the organization's performance requirements and comparing them to its objectives and capabilities" (as cited in Rothwell, Hohne, & King, 2007, p. 46). It is a systematic assessment of gaps between actual performance and desired performance. Identifying these gaps is critical because even a seemingly small gap can exert sizeable costs on an organization.
Role of the Evaluator (click to expand) - According to Rothwell (2007), the evaluator examines and provides feedback to stakeholders on the impact of selected interventions on closing performance gaps. There are six competencies the evaluator should possess. The evaluator should be able to (1) assess performance gaps, (2) compare intervention results to organizational goals, (3) establish standards, (4) evaluate impact on organizational culture, (5) review human performance improvement (HPI) interventions, and (6) provide feedback.
Root Cause Analysis (click to expand)- Root Cause Analysis (RCA) is a tool used to describe and group root causes of performance gaps by identifying what the performance gaps are, why they exist and how did they come about. Identifying the what, why and how allows the human performance (HP) technologist to identify appropriate interventions to address the performance issues.
Worthy Performance (click to expand) - Performance, not to be confused with behavior, is “a transaction involving both behavior and its consequence” (Gilbert, 1978, p. 16). It involves a value judgment, such as outcomes, results, and achievement. While used interchangeably in common speech, performance and behavior are distinct concepts in Human Performance Technology (HPT). Performance is an end result – the focus of HPT initiatives; behaviors are simply the means to that end. In HPT, practitioners want to engineer worthy performance, in which the accomplishment outweighs the cost.