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Chapter 5  Click on the diamonds to expand the chapter.  There are multiple levels.
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Status of the HPT field in general 
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References (click diamond for more detail)
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Stolovich, H. D., Keeps, E. J., & Rodrigue, D. (1999). Skill sets, characteristics and values for the human performance technologist. In H. D. Stolovich & E. J. Keeps (Eds.), Handbook of human performance technology (2 ed., pp. 651 697).  San Francisco ,  CA: Jossey-Bass/Pfeiffer.

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Dean, P. J. (1999). The relevance of standards and ethics for the human performance technology profession. In H. D. Stolovich & E. J. Keeps (Eds.), Handbook of human performance technology (2 ed., pp. 698 712).  San Francisco ,  CA: Jossey-Bass/Pfeiffer.

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Current issues is HPT today (click diamond for more detail)
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identity - HPT is so diverse that perhaps it is not its own field.  It relies on its models and foundation from other applied fields

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Internal consulting vs. external consulting

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Since HPT is people oriented should it be subsumed by the HR department.   After all some of HPT is training and that is part of what HR does and with other HR issues being outsourced moving HPT who add relevance to the department.

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certification
Pros cons
sets minimum standards no true need
validates qualifications best certification could guarantee is mediocrity
official recognition ISPI mission is viewed as a quest, certification implies an arrival
overall benefit to all involved focus on certification rather than competence

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Considerations that affect HPT practitioners
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Legal (click diamond for more detail)
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References (click diamond for more detail)
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Eyres, P. S. (1999). Legal implications of human performance technology. In H. D. Stolovich & E. J. Keeps (Eds.), Handbook of human performance technology (2 ed., pp. 794 812).  San Francisco ,  CA: Jossey-Bass/Pfeiffer.

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Hutchins, S. (2004). Navigating the Legal Landscape of Human Performance Technology. Unpublished manuscript.

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Objective performance standards for employee evaluation

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sexual harassment
quid pro quo
hostile work environment

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copyright law http://www.copyright.gov/circs

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fair use http://fairuse.stanford.edu/Copyright_and_Fair_Use_Overview/

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hazard communication and training

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Financial (click diamond for more detail)
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References (click diamond for more detail)
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 Sink, D. L. (1999). The business of human performance technology. In H. D. Stolovich & E. J. Keeps (Eds.), Handbook of human performance technology (2 ed., pp. 776 793).  San Francisco ,  CA: Jossey-Bass/Pfeiffer.

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 Swanson, R. A. (1999). Demonstrating return on investment in performance improvement projects. In H. D. Stolovich & E. J. Keeps (Eds.), Handbook of human performance technology (2 ed., pp. 813 840).  San Francisco ,  CA: Jossey-Bass/Pfeiffer.Ch.

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External Consulting Business Considerations
Self financing
Financing through clients
financing through investors
financing through loans
Handling initial costs
staffing
leaving the business
coping with cash flow issues
running the business
growing the business
marketing & sales
management

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Professional (click diamond for more detail)
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References  (click diamond for more detail)
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Robinson, J. C., & Robinson, D. G. (1999). Performance consultant: The job. In H. D. Stolovich & E. J. Keeps (Eds.), Handbook of human performance technology (2 ed., pp. 713 729).  San Francisco ,  CA: Jossey-Bass/Pfeiffer.

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Lane, M. M., Walker, G., & Peters, M. J. (1999). Survival tactics in human performance technology projects. In H. D. Stolovich & E. J. Keeps (Eds.), Handbook of human performance technology (2 ed., pp. 730 758).  San Francisco ,  CA: Jossey-Bass/Pfeiffer.

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Tosti, D., & Jackson, S. F. (1999). Influencing others to act. In H. D. Stolovich & E. J. Keeps (Eds.), Handbook of human performance technology (2 ed., pp. 759 775).  San Francisco ,  CA: Jossey-Bass/Pfeiffer.

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Schwiebert, P. (2004). IPT-560 Human Performance Technology. PowerPoint Slides, Lecture 11.

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Skill Sets
hard skills - analysis, observation, design, evaluation
soft skills - communication, interpersonal relationships, expectation management

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Values
clients as professional partners
committed to clients' best interest
provide value greater than the cost of our services
apply the highest ethical standards
professional practice based on scientific principles
accept responsibility
welcome challenges to stretch and expand our competency
develop and support people in their personal and professional growth
aim to build maximum client self-sufficiency
treat commitments, promises and professional relationships as sacred trusts

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Ethics
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seven step process for making an ethical decision

step action
step 1 identify the relevant facts
step 2 define the ethical issues
step 3 identify the primary stakeholders
step 4 determine the possible alternatives
step 5 list the ethical implications of each alternative
step 6 list the practical constraints
step 7 determine what actions should be taken
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See standards on ISPI's website for ethical standards