Say Good-Bye to the Blame Game
Initially, human performance improvement (HPI) professionals were viewed as trainers, and many professionals new to the field are still viewed through that same lens. But the field is broader now since experts can opt to analyze the entire operation instead of observing work flow on the shop floor or in the back office. And performance is about more than whether an employee is doing an adequate or poor job. It reflects an organization’s priorities, especially the values managers assign to certain tasks.
Organizations are opening the door to HPI professionals much wider than before, recognizing that they themselves may not be able to spot the obstacles that are hindering performance. Line managers also now recognize the value of human performance better than they did two decades ago.
Like many intangibles, HPI is difficult to define in concrete terms, yet the best practitioners say it provides a more complete framework for curing what ails any workplace. Left to their own conclusions, managers often find fault with their staff and conclude that it is necessary to send them to a remedial training program. Workplace analysts note that while training can be a component to performance enhancement, it is rarely the sole solution.
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