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Human Performance Improvement
Certificate Program
Valencia Community College
in partnership with the Central Florida Chapter of the American Society
for Training and Development and the National Chapter of ASTD, are pleased
to offer this professional development certificate program for business professionals.
Benefits to our program:
- Each course is offered in three-day format in Orlando, Florida
- You can complete the certificate program in one year.
- Our instructor is Joe Willmore, who helped author the ASTD program and is a leading HPI practitioner.
- The level of service during the workshop is outstanding!
There are a total of five courses required to earn the HPI certificate of completion. As you complete each course, you will receive a certificate of completion from Valencia Community College for 2.1 CEUs. Upon completion of all five courses, you will receive the ASTD Certificate in Human Performance Improvement from the National Association. The five courses are:
- Human Performance Improvement in the Workplace
- Analyzing Human Performance
- Evaluating Performance Improvement
- Selecting and Designing Human Performance Interventions
- Transitioning to Human Performance Improvement
Course Descriptions
Course One: Human Performance Improvement in the Workplace
What is HPI? Who invented it? Is it just another fad, or
is it something revolutionary? What am I supposed to do about this
request for training when everyone knows it's a resource issue?
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 this 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. This foundation class addresses these questions and more. Learn the three primary principles that underlie HPI and understand how contributors from disciplines such as behaviorism, management sciences, organization development, and systems theory have created a systematic approach to solving organizational problems. Learn how the HPI model unites these principles under a common process.
By the end of the course, you will be able to:
-
Describe the origins and major theories of HPI.
-
Name and explain the relationship 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.
Course Two: Analyzing Human Performance
How will I ever find the root cause of these performance problems? How will I get management buy-in? How do I get access to the data I need? Should I use a survey, a focus group, observation, or document analysis in this situation?
Before you can solve performance problems, you need a systematic approach to determine where performance gaps fall and the root causes of these gaps. Developed in partnership with Human Performance Technologies, Inc., Analyzing Human Performance introduces you to the industry's standard front-end analysis tools. Through this course, ASTD gives you access to job aids that will help you get to the bottom of your performance issues. These proven tools were developed, tested, and refined by Dr. Joe Harless, a leader of front-end analysis. You'll discover how this analysis process is linked to the foundation of HPI established through the work and theories of Thomas Gilbert.
In this course, you will learn how to analyze performance needs to optimize HPI efforts and to align your
front-end analysis with the business results your organization is seeking. This course will show you how
to use these tools efficiently and lets you practice implementing them in an organization.
By the end of this course, you will be able to:
-
Describe the relationship between performers and performance.
-
Use accomplishment-based terms to describe performance deficiencies.
-
Use the Harless front-end analysis tools to properly diagnose performance gaps and their causes.
-
Reconcile a stakeholder's request for intervention with real business goals.
-
Conduct interviews and document reviews and provide observations to establish the major accomplishments of any job.
Course Three: Evaluating Performance Improvement Interventions
I'm running a lot of interventions at the same time. How do I track their success? Everyone likes the idea of bottom-line results, but how do I prove we've achieved them? Can I utilize the evaluation models I've been using for my training program? How do I show HPI ROI?
After determining your company's performance improvement goals and implementing interventions, you will want to prove that you have reached your bottom-line results. This course will help you assess 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/return-on-investment analysis.
- Determine when to stop evaluating.
- Choose ways to measure intangibles.
- Create an evaluation report.
Course Four: Selecting and Managing Interventions
Now that I've uncovered more than just training issues, how do I find the right solution? Will they expect me to implement the solutions I suggest? Will I be able to measure the success of the intervention? Could I just give them the solutions I am familiar with and hope things get better?
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 leaves you with the 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, efficiency) are met.
- Trouble shoot the implementation process and make adjustments when necessary.
Course Five: Transitioning to Human Performance Improvement
How do I get buy-in to transition my department to performance consulting? How do I overcome resistance from my training staff? How can I describe what I do so people understand my new role? I think I have the skills I need to be a performance consultant; now what?
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 will need to articulate the changes you are bringing about and build support for your efforts.
This course focuses on the skills needed 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, creates an environment that supports the ideals of the HPI movement. The class and instructor provide feedback on your transition plan before you present it to your stakeholders. Plus, you leave the course 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.
Course Fees
Each course is $999.00.
The course fee includes:
- All course materials and manuals
- Lunch each day
- Snacks throughout the day
Fall Group 2006 |
Spring Group 2007 |
|---|---|
Course One: Aug. 8 -11 2006 Schedule # 4434 |
Course One: Apr. 10-12, 2007 Schedule # 5604 |
Course Two:Oct. 10 - 13 2006 Schedule # 4435 |
Course Two: July 10-12, 2007 Schedule # TBA |
Course Three: Jan. 9 - 12 2007 Schedule # 4436 |
Course Three: Sept. 18-20,
2007 Schedule # TBA |
Course Four: March 6-8, 2007 Schedule # 5133 |
Course Four: Dec. 4-6, 2007 Schedule # TBA |
Course Five: May15-17, 2007 Schedule # 5134 |
Course Five: Feb. 5-7, 2007 Schedule # TBA |
Who Should Attend the HPI Program:
This program is designed for experienced practitioners in both private and public sectors of training, human resources and organization development who are responsible for improving employee performance for their organization.
You will benefit from the HPI program if you are:
- Trainers ready to make the transition to performance improvement consultants
- Training managers who want to transition to a performance improvement department
- Consultants who work in the area of training, human resources, or organizational development
- Human resource generalists who work with internal clients to improve organizational performance
- Managers who want to improve the performance of their employees and departments
Additional Program Benefits:
Cost-effective learning. Minimize travel expenses for professional development.
Practitioner-focused and competency-based. The curriculum is designed by subject matter experts and includes application exercises designed to develop competencies and decision-making skills.
Tuition reimbursement. Many participants will be eligible to apply for employer tuition reimbursement.
Action-oriented curriculum. Designed to provide opportunities for professionals to network, share "real- world" experiences, and apply what they learn to the workplace.
Networking opportunities. Program provides networking
with your peers.
Joe Willmore, President of the Willmore Consulting Group, is the primary instructor for Valencia's Human Performance Improvement Program. He has worked as a consultant and trainer since 1981. He is currently serving as the Chair of ASTD's National Advisors for Chapters and is also a member of ASTD's Board of Directors. He is a former faculty member of the University of Massachusetts and George Mason University as well as an adjunct faculty member at the University of Virginia.
Joe Willmore has been selected to present at the ASTD, ISPI, ASQ, TOC and AQP International Conferences. He has been chosen as a presenter for ASTD's National Leadership Conference and AQP Facilitator Clinics. He is a contributor to the Jossey-Bass/Pfeiffer Annual on training and consulting. He is the author of articles for Training and Development (December 1999 on the future of HRD profession), Training Journal in Britain (March 2000 on virtual teams), Executive Update (June 2000 on strategic planning) and Information Outlook (Sept. 2001 on scenario planning). He has also contributed chapters to books edited by Lorraine Ukens (What Smart Trainers Know, Jossey-Bass/Pfeiffer 2001) and George Piskurich (The Everyday Performance Handbook, ASTD Press 2002).
Joe Willmore has extensive experience in the field of Human Performance Improvement. Utilizing an HPI methodology, he has worked on performance improvement projects with a wide range of clients. Typically, this involves dealing with multiple performance issues within an organization that deal with crucial business outcomes, especially strategic and executive performance issues. This work has focused on both non-training solutions as well as approaches for maximizing training impact. He was one of the first instructors certified by ASTD to lead ASTD's HPI certificate program. He has also worked with a number of organizations to help them transition from training to performance consulting.
Joe Willmore also has significant experience in a number of other areas. He has consulted extensively with teams and was a presenter at ASTD's 1999 Conference on the topic of managing virtual teams. He has worked extensively in the field of customer service, including service recovery and customer feedback data. Joe Willmore has a great deal of expertise in the area of organizational learning. He is a leading practitioner of scenario planning technology. Joe Willmore also has extensive background in leadership development, OD, facilitation, and management development.
Previous clients include: Smithsonian Institution; Intelsat; US Navy; US Embassy/Moscow; TRW; USAID; UPS; US Postal Service; Pan American Health Organization; US Environmental Protection Agency; GE; Sandia National Lab; IBM; Lockheed Martin, American Red Cross, Mobil Oil Corporation; National Zoo; Amtrak; The Wilderness Society; the World Bank; and Wal-Mart.
*Dates are subject to change
please double check with us at 407-582-6688
or email ve_info@valenciacc.edu.