1 Discussion Question,1 Summary and 1 Case study

11/21/17, 6(57 PM

Page 1 of 3https://jigsaw.vitalsource.com/api/v0/books/9781136397370/print?from=222&to=223

competencies required to transform into a full-service HPI organization. The initial HPI project will define priorities for development for your organization. Initially, you will want to develop one or two HPI practitioners. Your selection of these candidates should be based upon their enthusiasm to grow in their profession and their proven success at organizational analysis.

Services We Offer

Intervention Internally Sourced

Externally Sourced

External Source Options

√ Sample √

360-Degree Feedback Accelerated Learning Action Learning Assessment Center Automated Resume Tracking System Challenge Education Change Style Preference Models Cognitive Ergonomics Communication Compensation Systems Competency Modeling Conflict Management Critical Thinking Systems Cultural Change Customer Feedback Electronic Performance Support Systems Employee Orientation Expert Systems Flowcharts Fluency Development Human Resource Information Systems Job Aids Leadership Development Programs Learner-controlled instruction Leveraging Diversity Mentoring/Coaching Motivation Systems Needs Assessment On-the-Job Training Organizational Development

11/21/17, 6(57 PM

Page 2 of 3https://jigsaw.vitalsource.com/api/v0/books/9781136397370/print?from=222&to=223

Organizational Scan Outplacement Partnering Agreements Performance Analysis Performance Appraisal Performance Management Policies and Procedures Process Mapping Recognition Programs Reengineering Results-based Management Safety Management Simulation Strategic Planning and Visioning Structured Writing Team Performance Teaming Training Usability Assessments Work Group Alignment

Figure 7-5 A checklist for defining the interventions offered by an HPI function/department.

As Jim Fuller (Fuller and Farrington, 1999) writes, “Potential candidates within the organization typically have backgrounds that are strong in either systems thinking or people development. If you must choose between the two, select the candidates with the systems thinking backgrounds.” Each HPI project that is launched will provide additional opportunities for the staff to develop new skills. See Chapter 8 for additional information on how to develop HPI practitioners.

Step 8: Select the Initial HPI ProjectStep 8: Select the Initial HPI Project

Once you have your champion and your newly trained HPI practitioners, you are ready to identify an HPI project that will allow the transformed department to demonstrate its value to others in the organization. Ideally, the initial project should meet the criteria described below.

First, the project should provide an opportunity to improve performance that is easy to define and measure. For example, it should reduce injuries, reduce merchandise return rate, increase production, improve quality, or address some other pressing organizational problem—preferably one of high visibility and one tied to the organization’s strategic objectives. While efforts to increase empowerment or improve the leadership of an organization are outstanding HPI goals, these would not be wise choices for the initial HPI project, since they are more challenging to measure and more difficult to demonstrate short-term results.

11/21/17, 6(57 PM

Page 3 of 3https://jigsaw.vitalsource.com/api/v0/books/9781136397370/print?from=222&to=223

Second, the project timeline should be six months or less. Remember that the goal of the initial project should be to create a success story—and testimony from a credible manager that you can use to promote the desired transformation of the training function. The longer the project timeline, the longer it will take to achieve this transformation.

Third, the project should be relatively straightforward and not complex. Keep in mind that, in most cases, HPI practitioners assigned to the project will be novices and will still be on a learning curve. Avoid projects that are too ambitious in scope and that have too many uncontrollable or politically sensitive issues associated with them.

Fourth, the root cause of the problem or opportunity should be something other than—or in addition to —lack of skill or knowledge. Since a goal is to feature your organization’s capability to select and implement interventions beyond training, it is critical that your initial project be highly likely to result in nontraining interventions.

These are guidelines and not absolute requirements for the initial project. Adhering to these guidelines will help your organization rapidly gain credibility for its new direction.

Step 9: Demonstrate Success and Publicize ItStep 9: Demonstrate Success and Publicize It

Many public case studies demonstrate successful HPI projects at major corporations (see, for instance, Rothwell and Dubois, 1998). Why not just use these to convince management to support your organization’s new direction? After all, if it was successful at Motorola, it will be successful in your organization, right? Managers are quick to point out how these corporations differ from their own. It is unlikely that you would ever gain support for your desired transformation by sharing these case studies with management. What is required to gain the support of management is an internal success story.

Follow the HPI model that your organization selected in Step 3. It is critical to obtain baseline performance measures as your project commences. Success is achieved when the desired performance is achieved or improved in the workplace. Therefore, it is also imperative to conduct a postintervention performance evaluation to demonstrate the success of the intervention(s).

In addition to measuring overall performance improvement, you should complete a cost-benefit analysis or ROI. To do this, track all costs—both direct and indirect. Direct costs are out-of-pocket expenses, such as the cost of materials or external resources. Indirect or opportunity costs are less easily measurable