Human Performance Improvement

Organizations are under pressure to build and sustain competitive advantage with and through people. For that reason, managers continue to demand results from workers and look for as many ways as possible to increase productivity and decrease the costs of doing business. Human performance improvement (HPI) is a systematic approach to securing better performance from people.

This book provides a thorough overview of the theory and practice of HPI, looking at the long-term action plan and specific interventions that can improve productivity and address performance problems. This new edition provides up-to-date references and sources, examines the manager's role in HPI in more detail than previous editions, and explores how to build on human performance improvement strengths and opportunities. Written by a group of highly respected authors in the field, this book will show you how to discover and analyze performance gaps, plan for future improvements in human performance, and design and develop cost-effective interventions to close performance gaps.

HPI is not a tool reserved exclusively for training and development practitioners, human resource specialists, or external consultants. Almost anyone can use it, including managers, supervisors, and even employees, making this book vital reading for anyone looking to improve human performance.

List of figures
Preface
Acknowledgments
Introduction
1 Laying the foundation
2 The role of analyst
3 The role of intervention specialist
4 The role of change manager
5 The role of evaluator
6 Trends and their implications for HPI
7 Transforming the training department into an HPI function
8 Building your competence as an HPI practitioner
9 From theory to practice: real-world HPI projects
Appendix I: Reengineering the training department assessment instrument
Appendix II: Determining your optimum pathway to development
Index
About the authors