In general, the term capital can be defined or used as a reference for various adjectives, however, in our case, the term capital directly correlates with the number one asset within any company for without the company would be nothing without their people (human capital). Human capital can be considered the most tangible and rarest asset any company can possess. With that said human capital can be not only considered a company’s biggest asset but also classified as a company’s most significant liability. There are numerous forms of intangible assets such as computer training course and schooling contribute to one’s knowledge, skill-set and add perceived organizational value which is not mutually exclusive from the learner and as results defined as the contribution to human capital (Becker, 2017).
As a result, human capital can be considered a catch-all for all innate, learned or acquired knowledge, skills or abilities that increase organizational productivity. The overarching goal of human capital, just as within human performance technology, is to improve organizational productivity and efficiency outcomes. In the case of human capital, a strong and proactive talent development department can increase their levels of human capital by way providing efficient workforce training based on the needs of the business.
To gain a holistic understanding of the performance analysis concept, let’s examine and define each word individually. Performance, according to the Oxford dictionary, determines performance as the act or action in which a particular law, function or operation is executed or carried out. Also, analysis, as noted by Google, is a “detailed examination of the elements or structure of something, typically as a basis for discussion or interpretation.” When applying the individual definitions of performance and analysis within the context of human performance technology (HPT), it is easy to deduce the inferred combined meaning.
Performance analysis as it pertains to HPT is depicted as an in-depth “action research” that internally and externally examinations factors that influence an organization's productivity levels on an individual, segmented business unit or collectively as a whole. Such identified “factors may be causes of problems, road maps to improve quality, or ways to exploit opportunities. They are the why questions, and the answers can be classified and analyzed in several ways (Pershing, 2006, p. 18). Pershing further identifies four major elements that when carried out systematically (left to right) can produce meaningful insight and provide detailed knowledge, understanding and in many cases solutions for the performance problem at hand.
Subject matter experts that directly or indirectly assist in the advancement of organizational initiatives in partnership with corporate leaders and members of management. The overall responsibility for change to occur doesn’t solely rely on the shoulders of the change agent but somewhat depends on accountability, modeling, training, and feedback from various management levels within an organization (Schumacher, 2008). An effective change agent knows their preferred communication style as well as the preferred form of communication of those they professionally interact, which is essential extremely important for a change agent to understand and consider the communication channels and preferred styles of those around them in efforts to successfully mitigate and manage through resistance.
To effectively manage through resistance, change agent s must fully comprehend the differences between behavior and accomplishments, as it pertains to HPT because the two concepts are mutually-exclusive and unable to change without identifying which behavior is linked to which result (Gilbert, 2007). As a result, the change agent provides solutions and select the next steps within the invention process. Change agents are performance project analysis, consultants, managers and internal or external subject matter experts that align or tailor all outcomes with that of the strategic goals of the organization.
The success rate of human performance technology is as successful as the communication and feedback channels employed within the scope of the project. Formal (professional) and informal (interpersonal) communication channels are critical when determining the adoption rate of a human performance plan. Feedback systems about individual observed behaviors directly impact human performance technology and are essential for motivating desired behaviors within performance-based companies ("Human Performance Technology - PBworks").
Is a new form of conducting a needs human performance technology assessment that examines an individual system’s needs, evaluates and identifies solutions as to why the performance problem is occurring before selecting an intervention that links “content with context to bridge the gap between the need and the objective” (Camm, 2013). Identifying the gap is the first step to conducting a backwards analysis. Determining the systems needs and the best solution that accommodates the human performance solution. Performance gaps are determined by present performance subtracted by the actual needs of the organization. Camm, author of an ELearning Blog entitled Needs Assessment: Is Backward Analysis the New Front-End Analysis, notes the concept of backward analysis was taken from Jack Phillips Four Performance Needs-Business, Job Performance, Training, and Individual (2013).
Joe Harless coined the term front-end analysis in 1970. Front-end analysis seeks to uncover the performance problem by understanding what the problem is, what needs to be learned, what resources are available, who the target audience is are and what they already know in an attempt to define the problem the analysis is intended to solve. The goal is to do meaningful research in an effort to determine if the problem is worth fixing from a business perspective. Understand the organization’s culture, their goals, how the departments operate, their workflow, how happy and motivated their employees are, are all apart of analyzing the situation on the front-end. According to Harless, his front-end analysis model is designed to reveal the problem as well as potential solutions and interventions.
Cause analysis is a systematic process that seeks to uncover the underlying causes of a performance gap, so the concern(s) can be addressed. Most organizations mistakenly use the term “root cause” to identify one main cause. Focusing on a single cause can limit the solutions set, resulting in the exclusion of viable solutions. A root cause analysis should be performed as soon as possible after the error or variance occurs or is identified. Otherwise, important details may be missed. Cause analysis shows specific reasons that contribute to the performance gap. Performance problems are rarely solved with simple solutions and often fail to achieve their intended goals because they are selected to treat only visible symptoms rather than fundamental causes. When the origin of a problem is uncovered and eliminated, the likelihood of significantly reducing or eliminating problems are greatly improved. Cause analysis is, therefore, a critical link between identified performance gaps and the appropriate interventions. It is a major strength of the performance technology approach.
The purpose of an evaluation is to determine if the implemented interventions were successful in solving the initial problem. The Kirkpatrick model and ROI are two concepts that are frequently used during the evaluation of an intervention. The Kirkpatrick model has four levels: reaction, learning, behavior, and results.
The reaction level determines how respondents feel about a performance intervention usually through surveys, observations or interviews. The learning level determines how much learning actually took place and is usually assessed through a comparison of pre and post activities. This knowledge can help point out areas that may need improvement while also highlighting the strengths of the intervention. The third level of the model is the behavior level. It is designed to determine if a transfer of knowledge from the learning site to the performance site occurred. This information is typically obtained through an observation or interview. The result level is where the resources invested, and the benefits of the intervention are analyzed to determine if the intervention was worth it and yielded an ROI.
As we know, there are many possible causes for performance problems. There are also a great number of possible interventions to improve performance. The most common method is to divide interventions into two broad groups, instructional interventions, and non-instructional interventions. Instructional interventions are typically used when a lack of skills and knowledge is determined to be the cause of the performance problem. Non-instructional interventions are used when the performance problem is not caused by a lack of skills and knowledge. The interventions applied to a performance problem should be the product of careful analysis. Without completely researching all possible aspects of the problem, one can’t be sure the best recommendations were suggested. Intervention selection involves a comprehensive and systematic response to performance problems and their origin, as well as to performance improvement opportunities. The success of an intervention is related to the decrease in the original performance gap, which is measured in terms of performance improvement and organizational outcome.
Interventions are designed once the performance gap and the causes have been confirmed. Interventions have been known to include feedback systems, simulations, performance support tools, process redesign, compensation and reward systems, new equipment, selection and placement of employees, and training and development. The designed interventions are then implemented, and the change process is then managed.
Performing an organizational analysis includes evaluating external factors that can impact the organization’s performance in addition to assessing the organization’s internal resources and potential. Internal strengths and weaknesses along with outside opportunities and threats are key players in an organization’s success. SWOT analysis, which stands for strengths, weaknesses, opportunities, and threats, is a strategic-planning method an organization’s leadership team often use to assist them in establishing business objectives or achieving the organization’s mission goals. An organization’s strengths are internal characteristics that can give the business an advantage over their competitors. An organization’s weaknesses can affect its operations and level of performance. Identifying weaknesses helps an organization recognize problems so necessary adjustments can be made. External organizational analysis weighs the potential opportunities and threats that are present outside of the organization. External risks aren’t always bad for an organization. For example, the labor market can pose either a potential threat or an opportunity depending on the state of the local, national and global economies. Organizations must be able to adapt and keep up with the constant changes that occur in the industries relevant to the organization.
References:
Becker, G. S. (2017). Human Capital. Retrieved from http://www.econlib.org/library/Enc/HumanCapital.html
Camm, B. (2013, April 16). ELearning Blog. Retrieved from https://www.dashe.com/blog/instructional-design/backward-analysis/
Gilbert, T. F. (2007). Human competence: Engineering worthy performance. San Francisco:Pfeiffer.
Human Performance Technology - PBworks. (n.d.). Retrieved from http://egusdsecondaryed.pbworks.com/f/HPT Defined.pdf
Pershing, J. A. (2006). Handbook of human performance technology: Principles, practices, and potential. San Francisco, CA: Pfeiffer.
Schumacher, S. (2008, January). CHANGE AGENTS: Creating Organizational Change Requires A Collaborative Effort [PDF]. Rock Products.
Rothwell, W. J., Hohne, C. K., King, S. B. (2013) Human Performance Improvement. NY, NY: Routledge.
Rothwell, W. J., Hohne, C. K., King, S. B. (2013) Human Performance Improvement. NY, NY: Routledge.
https://lidtfoundations.pressbooks.com/chapter/performance-technology/
https://lidtfoundations.pressbooks.com/chapter/performance-technology/
https://smallbusiness.chron.com/characteristics-organizational-analysis-38352.html