HIP Courses

The HPI process helps you get your clients to articulate their business goals, link these goals to human performance, diagnose the current state of performance in the organization, find the root causes for performance deficiencies, implement solutions, and evaluate the results of the interventions. During the course, you will also glimpse what it feels like to do performance consulting, what it takes to manage the change that accompanies interventions, and whether you have the core skills it takes to be a performance consultant.

By the end of the course, you will be able to:

Describe the origins and major theories of HPI.

Name and explain the relationships between the steps in the HPI
process.

Examine and apply analysis models to determine the performance
gap and its root causes.

Describe a process to evaluate the impact of interventions.

Outline a strategy for selecting interventions that addresses the root
causes of performance gaps.

Identify standard practices and relationships engaged in by
performance consultants.

Human Performance Improvement in the Workplace is the recommended prerequisite for all other HPI Certificate Program courses.

Analyzing Human Performance (HRCU 0037)

The Performance DNA Toolkit is a complete, state-of-the-art, flexible set of tools, guides, checklists, and templates to be able to conduct a comprehensive analysis of human performance for any position. With flexibility and completeness of the analysis process in mind, the tools were designed to meet the needs of both a newly indoctrinated performance analyst and a seasoned professional. They were designed to be effective in complex high technology environments, sales or manufacturing, and every situation in between. The tools are based heavily on the validated work and processes of pioneers in human performance improvement (HPI) such as Thomas Gilbert and others, while incorporating decades of real-world execution. They include the best tools and processes for today’s complex and rapidly changing workplace. This course will show you how to use these tools efficiently and let you practice implementing them in an organization.

By the end of this course, students are able to

align their analysis with their organization's

describe the relationship between key performers and organization outcomes

use accomplishment-based terms to describe performance
deficiencies

reconcile stakeholders' requests for solutions with real organization
goals

conduct interviews, document reviews, and provide observations to
establish the major accomplishments of any job.

Recommended prerequisite: Human Performance Improvement in the Workplace

Evaluating HPI Solutions (HRCU 0038)

Even if you have impressive plans to reach bottom-line results, sooner or later you need to prove you’ve reached them. This course will help you asses the evaluation theories you already know and show you how they apply to the HPI process. Learn the strengths and limitations of familiar evaluation models. See how the Performance Improvement Intervention Model blends the best of other evaluation models and ties directly to Human Performance Improvement work. Find out how to plan and implement your evaluation process. Discover how the groundwork done during the business and performance analysis phases of the HPI process makes the evaluation process easier. Finally, see why measuring results creates a better business case than measuring performance.

By the end of this course, you will be able to:

Distinguish business results from performance results.

Determine when to measure satisfaction, learning, performance, and
results.

Conduct a contracting meeting.

Identify cost and benefit items.

Conduct cost-benefit analysis (CBA)/return-on-investment (ROI)
analysis.

Determine when to stop evaluating.

Choose ways to measure intangibles.

Create an evaluation report.

Recommended prerequisites: Human Performance Improvement in the Workplace and Analyzing Human Performance

Selecting HPI Solutions (HRCU 0039)

The human performance improvement approach can be a Pandora’s Box. Research tells us that more than 80% of the time performance problems aren’t caused by a lack of skills or knowledge within the performer. So what else is there, and how do you know how to choose the right solutions?

In Selecting and Managing Interventions, you learn how to link root causes to interventions that fall in one of six categories - knowledge, information, physical resources, structure/process, motives, and wellness. You then learn how to locate and contract with talented people who specialize in those areas. When you leave this course, you will be able to monitor and manage the implementation process from start to finish, as well as ensure that the interventions are following the prescription. This skill-building class will leave you with practical tools and experiences to build a seamless delivery system for your interventions.

By the end of this course, you will be able to:

Recommend the right interventions to close the identified performance
gaps.

Communicate the costs, benefits, and potential value of the
interventions.

Manage implementation of the intervention so that client needs
(e.g., cost effectiveness and efficiency) are met.

Troubleshoot the implementation process and make adjustments
when necessary.

Recommended prerequisites: Human Performance Improvement in the Workplace, Analyzing Human Performance, and Evaluating Performance Improvement Interventions.

Transitioning to Human Performance Improvement (HRCU 0040)

You have started the transition to human performance improvement. Now you need to make sure that you have the internal support and resources necessary to make HPI a success in your organization. Telling management that HPI brings bottom-line results will not be enough; you need to articulate the changes you are bringing about and build support for your efforts.

You will come away from this hands-on program with skills to gauge your organization’s readiness for the change and techniques for keeping the momentum alive. You will create a transition plan that, when put into action, will create an environment that supports the ideals of the HPI movement. You will get feedback on your transition plan before you present it to your stakeholders. Plus, you will leave with a concise answer to the question, "So, what do you do for a living?"

By the end of this course, you will be able to:

State reasons for making the transition to HPI.

Describe quickly and accurately the role of a performance consultant.

Identify potential performance improvement products and services.

Define your HPI effort’s mission, vision, guiding principles, and
objectives.

Get buy-in for the transition and mobilize a team of internal and external partners.

Identify the most appropriate performance improvement organization
structure for the situation.

Explain the transition plan to key stakeholders.

Recommended Prerequisites: It is recommended that you complete all of the other HPI Certificate Program courses prior to participating in this course.

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