Discussion Questions and Summary

11/28/17, 9)59 PM

Page 1 of 1https://jigsaw.vitalsource.com/api/v0/books/9781136397370/print?from=234&to=235

8 Building Your Competence as an HPI Practitioner

While Chapter 7 focused on transforming an organization from one that offers traditional training solutions to one that offers performance improvement solutions to address organizational problems and opportunities, this chapter focuses on transforming an individual from a traditional trainer (or other related role) into a HPI practitioner. This chapter discusses the reasons why you might consider this expansion of the traditional trainer role. It also shares true stories of the transitions that others have made from previous careers to HPI. The chapter then outlines a three-step process for making the transformation.

Making the Shift in Role

Chapter 6 made the case that the demand for HPI services in the workplace will steadily increase. Thus, the demand for those who are skilled to deliver those services will also increase. Settle (1995) highlights some consequences for those who continue to focus on training for the sake of training alone. He cites criticism from other organizational members as to their value, budget vulnerability, potential to be outsourced, and detachment from the business as potential consequences of not heeding the move to a performance orientation.

Gill (1995) stresses that a shift in paradigms is needed among trainers to help them rethink their role and purpose. To accomplish this shift in perspective, Rummler (1996) offers a simple starting point when he states that “the essence of the relationship between training and performance lies in how a trainer responds to a training request.” He then follows with three questions with which a trainer who is operating from a performance paradigm should respond: (1) Is