What is HPI? HPI uses a results-based, systematic approach to help organizations
begin to focus on accomplishments instead of behaviors. Organizations are systems,
therefore, the objective of this activity is for each individual to independently explore
through online research each of the headers below:
•
•
•
•
•
•
Human Performance Improvement (HPI) – Overview/Introduction
Business Analysis: The driving force behind the HPI Process DUE March 18
Performance Analysis: Linking it to the job DUE March 20
Gap Analysis: The path from today’s performance to tomorrow’s performance
expectations DUE March 23
Cause Analysis: Don’t assume anything, don’t assume training is the
answer DUE March 25
Knowledge Intervention: Performance Consultant DUE March 27
INSTRUCTIONS: Identify a management issue/problem from a current or past
workforce experience where there can be improvement to increase efficiency,
communications or processes. Give the history or background of the management
issue/problem you plan to explore then use the HPI methods you researched to
identify how each of the analysis could be used to recommend improvements as a
consulting manager. Include the previous Journal Essentials content where applicable
in your on-going research .
1. STEP 1: Introduce the management issue/problem you plan to analyze (don’t
change the issue once you start);
2. STEP 2: Research each “analysis” and use the information to begin to identify
ways to improve the management issue/problem;
3. STEP 3: Within the research, note on the side your suggestions and/or
questions that will provoke insightful or in-depth thinking that will enhance
your analysis of the select issue/problem;
4. STEP 4: Each header (i.e Business analysis, Performance analysis, etc.) of
your identified management issue/problem is to transition smoothly into the
next header (analysis) so that you are building an intervention
analysis suitable for recommendation to upper management.
5. STEP 5: Submit each HPI eReseach through Turn-It-In that combines all of the
individual headers (i.e. similar to a final paper with each of the headers, in
chronological order, providing an on-going analysis that leads to the
final intervention)
Your true consultant potential will evolve as you complete this activity. A skill that
individuals are trained to perform. This is a profession to consider: Human
Performance Consultant
https://ispi.org/?
Focus on Improvements and Accomplishments
through a Systematic Approach
EXPLANATION & EXPECTATIONS
Principles of Management – Business 269
What is HPI
It is a results-based, systematic approach to help an
organization to focus on accomplishments and not
behaviors. It is an analysis approach that provides
concrete, solidified rationales that identifies and aims
to improve deficiencies or weaknesses within an
organization.
HPI work is like consulting because it studies a
concern and develop recommendations through an
analysis process, rendering results that is supported
by observation and research that is not subjective or
based on intuitiveness.
Five (5) Steps to HPI
There are (5) steps in the HPI process, they are:
Business Analysis
Performance Analysis
Gap Analysis
Cause Analysis
Knowledge Intervention
Instructions
Think about an issue or problem from a current or past
workforce experience (student experience if no work
experience) where there can be improvement to increase
efficiency, communications, or processes.
HPI Essentials is a publication by ASTD Press made up of
12 collections and edited by George M. Piskurich
ISBN: 978-1-56286-315-9 $33.95 Book is sold in any Barnes & Noble Bookstore.
Purchase is not required for this assignment. You will use
the internet to research each of the HPI Essentials, the (5)
Analysis, in order to understand the HPI systematic process.
Thus, this is a research activity.
Initial Step – HPI
The first thing is to think of the issue or problem; DO NOT TRY
TO THINK OF HOW TO FIX THE ISSUE OR PROBLEM AT
THIS PHASE.
The next thing to do is give the history or background of the
organization based on its mission (based on what they say they
do); DO NOT SOLICIT FEEDBACK OR PERCEPTION, STICK
TO “HOW THE ORGANIZATION VIEWS ITSELF AND
WHAT THEY SAY THEY DO” LISTEN ONLY.
The issue or problem will eventually surface and you will
explore the organization in depth using the HPI Analysis that
you researched in order to use to resolve the issue or problem;
During each phase use the researched information to transform
that issue or problem and notice how it begins to take form and
ultimately lead to an intervention or recommendation
STEP 1 – HPI
Provide the Introduction
HPI – First thing written is your overview of the
organization to the reader (instructor); paint the
picture, create the visual, the understanding…
through your written articulation.
Introduce the organization, tell what they do (not
what you think they suppose to do), then
Identify the issue or problem that the organization is
experiencing (without any other input or
assumptions in your written articulation)
STEP 2
Research each Analysis
After you’ve researched and understood the
Business Analysis
Performance Analysis
Gap Analysis
Cause Analysis
Knowledge Intervention
In this exact order you will begin to start your written
articulation, per each analysis.
Let’s begin…
STEP 3
BUSINESS ANALYSIS
BUSINESS ANALYSIS is the driving force behind the HPI process.
Realizing in the HPI Introduction you’ve provided the
overview of the organization and the issue or problem, here in
the BA your written articulation is to tell the reader about what
the organization does, tell it’s mission.
Imagine you interviewing the top executive and they share their
views on the strategic goals of the organization, the mission
(telling what they do/what they think they do) DO NOT
ALTER/CORRECT/OR MAKE ASSUMPTIONS, JUST LISTEN
AND ARTICULATE IN WRITING THE STORY LINE OF THE
ORGANIZATION “WHO THEY ARE AND WHAT THEY DO”
STEP 3 CONTINUED
PERFORMANCE ANALYSIS
PERFORMANCE ANALYSIS is linking it to the job.
Notice the title “Performance” this is like the
OBSERVATION stage, in which you continue to
listen and only note and document what you’ve
observed in order to compare and contrast the
difference of WHAT THEY SAY THEY DO AND
WHAT THEY ACTUALLY DO in order to lead into
the next stage, the Gap Analysis.
In the PA stage you DO NOT PROVIDE YOUR
PERSONAL INSIGHT, CONTINUE TO LISTEN
THROUGH OBSERVATION and take note
STEP 3 CONTINUED
GAP ANALYSIS
GAP ANALYSIS is the path from today’s performance to
tomorrow’s performance expectations
Notice the title “Gap” this is the stage when you
REFLECT on the information you’ve gathered from the
BA and compared and contrast it to the PA findings; in
this stage you continue to NOT INCLUDE PERSONAL
THOUGHTS, ONLY FACTS OBSERVED FROM YOUR
ABILITY TO JUST LISTEN.
The GA tells the organization WHAT THEY SAY THEY DO
AND WHAT THEY ACTUALLY DO that will systematically
tell the shortcomings or the issues/problems/weaknesses in
the organization with supporting evidence from the BA and
PA to provide the GA
STEP 3 CONTINUED
CAUSE ANALYSIS
CAUSE ANALYSIS is not the time to start making
assumptions; you have the following formula
BA – PA = GA
Which will ultimately lead to critiquing the findings of
the three stages to create the CA; if you look over the
findings of WHAT THEY SAY THEY DO – WHAT THEY
ACTUALLY DO IT WILL = TELL WHERE THE
INTERFERENCE (THE GAP) OCCURS IN BETWEEN
THE TWO. The objective in this entire process is to align
the BA and the PA to be the same or improve the PA to
exceed the BA expectations
CA Continued…
The CA will in writing articulate where and what the
interference (issue/problem/weakness) is, what the
actual CAUSE is in a systematic and evidence supported
report.
Keep in mind this is a Performance Improvement project,
the purpose is to focus on accomplishments instead of
behaviors, it is to identify ways to improve the flow of the
operations (based on what you observed), it is to mend
the gaps in the organization (be it people, logistics,
departments, processes, etc.); it is not to be subjectivebased or based on intuition, it is strictly results-based
supported by evidence from a systematic approach.
BA – PA = GA + CA
STEP 3 CONTINUED
KNOWLEDGE INTERVENTION
KNOWLEDGE INTERVENTION is when the
performance consultant arrives, shows up on the scene
with evidence to support its findings and
recommendations for improvement.
Notice the title “Knowledge” “Intervention” this is a
tell-tell sign that one possesses an awareness of
something in which they are in a position to intercede
for a worthy change in need of taking place.
Let’s review the formula…
BA – PA = GA + CA = KI
MOVING ON
STEP 4 – TRANSITION
Based on the instructions, Step 4 is Transitioning
As each phase of the analysis move you towards
progression in a systematic, results-based approach each
are still stand along analysis that can easily and smoothly
transition into the next and final phase/analysis.
Using the headers from each analysis after you’ve
submitted each phase separately via Turn-It-In you
should transition each analysis smoothly into the next in
order to ultimately have a full HPI Plan to support and
submit your recommendation for implementation
Therefore, turning weaknesses into strengths
Ready to Submit
Step 5 – Turn-It-In
A full HPI Plan is inclusive of all (5) analysis, which includes
the HPI overview/introduction and concludes with the KI
For clarity, the following is submitted in this order:
HPI and Business Analysis (week 11)
Performance Analysis (week 12)
Gap Analysis (week 13)
Cause Analysis (week 14)
Put it all together into one document: Knowledge Intervention
(week 15); This would be a full paper (you can copy and paste all
prior analysis content and make sure they easily transition into the
next analysis with the inclusion of their headers.
Thank you for participating and/or viewing this
presentation/collaborate session
Professor Williams
Principles of Management
Business 269
Running head: HUMAN PERFORMANCE IMPROVEMENT: CASE SCENARIO
1
Smarthinking Tutor Response Form
Your tutor has written overview comments about your essay in the form below. Your tutor has also
embedded comments [in bold and in brackets] within your essay. Thank you for choosing
Smarthinking to help you improve your writing!
Hello, Gandra! My name is Nehal M. I look forward to working with you on this Essay Center
Review to improve your writing today. Let’s get started!
*Writing Strength:
The entire essay focuses on one “management issue/problem.” This helps you fulfill your
assignment requirements. Gandra. Well done!
*Gandra 11775993, you requested help with Content Development:
Some points in the essay have not been supported with evidence or examples from your sources.
For example, you write this in the paragraph under “Management issue”:
A significant portion of organizations assumes that organizational structure largely influences
financial performance.
This point has not been supported with evidence from your sources. You may want to support your
points and ideas with examples or evidence from your sources in order to make your essay clearer
and prove the credibility of your writing to your readers. What statistic or evidence can you cite
from your source that supports this point, Gandra? How does that evidence connect to the main
idea of the essay?
For more help on this, you can refer to our lesson on Powerful Body Paragraphs.
*Gandra 11775993, you requested help with Organization:
There is a lack of cohesiveness in some of the paragraphs, Gandra. For example, you write this as
the topic sentence of the paragraph under “Cause analysis:”
Information and insights gained after the study of business and environmental factors would be
critical to highlighting the cause of delays and inefficiencies in decision-making at the agency.
Your readers may expect to know more about “the causes of delays and inefficiencies in decisionmaking at the agency.” However, the rest of the paragraph focuses on the resources that the
agency is equipped with “to make impactful decisions.” You may want to dedicate one paragraph
elaborating on this topic sentence and another one to talk about the resources. The following
questions may help you to develop a paragraph on this topic sentence: What is “the cause of
delays and inefficiencies in decision-making at the agency?” How do “business and environmental
factors” highlight the cause?
Grammar & Mechanics
There are a few subject-verb agreement problems in the essay. Here’s an example:
The fact that all decisions are made at the top management and involves multiple approvals
suggest a critical issue in the agency.
When a singular verb is used with a plural subject or a plural verb is used with a singular subject,
it is called a subject-verb agreement problem. In this sentence, there are two places where such
disagreement takes place. The underlined “fact” is a singular subject, but the verb referring to it,
“suggest,” is a plural verb form. Similarly, the plural subject “decisions” and the singular verb form
referring to the same, “involves,” do not agree with each other.
HUMAN PERFORMANCE IMPROVEMENT: CASE SCENARIO
2
Let me give you a model for this, Gandra:
•
Our teachers involves the entire class in the activities.
Here, the subject “teachers,” which is plural, does not agree with the verb “involves,” which is a
singular verb form.
Revised model:
•
Our teachers involve the entire class in the activities.
You can refer to our lesson on Subject-Verb Agreement for help in revising your essay for subjectverb agreement problems.
Summary of Next Steps:
•
Provide evidence from your sources to support your points or ideas.
•
Dedicate one paragraph to one main point or idea.
•
Revise your essay for subject-verb agreement problems.
Thank you for submitting your essay for a review, Gandra. I enjoyed helping you with this step in
the revision process. Have a good day! –Nehal M.
You can find more information about writing, grammar, and usage in the Smarthinking Writer’s
Handbook.
______________________________________________________________________________
___
Please look for comments [in bold and in brackets] in your essay below.
Thank you for submitting your work to Smarthinking! We hope to see you again soon.
HUMAN PERFORMANCE IMPROVEMENT: CASE SCENARIO
Human Performance Improvement: Case Scenario
Gandra Coleman
Business 269
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HUMAN PERFORMANCE IMPROVEMENT: CASE SCENARIO
4
Human Performance Improvement: Case Scenario
Every organization aims to enhance performance through the expansion of operations.
However, some barriers prevent organizations from accomplishing these goals. Notably,
some agencies face management issues that constrain their performance and prevent them
from advancing their objectives. In such situations, business organizations hire consultancy
agencies to strategize on ways to identify and remedy performance gaps (Cuomo, 2016). One
of the approaches used in these scenarios includes the Human Performance Improvement
(HPI). It is a systematic approach for analyzing, improving, and managing performance in the
workplace via the use of numerous interventions. The model involves a myriad of stages,
such as organizational analysis, gap analysis, identification and implementation of
interventions, and evaluation. In this case, the study utilizes knowledge on this framework in
identifying a solution to a management issue from a past workforce experience.
Management Issue
Based on my work experience, my previous organization faced various constraints,
most of them relating to delays in decision-making. The organization focuses on designing
and marketing clothing and sports gear. The organization faced issues pertinent to consumer
satisfaction. The agency followed a centralized power structure, implying that top officials
were responsible for making all decisions in the organization. The employees spent a
significant amount of time consulting from senior management. Consequently, it is evident
the organization was suffering inefficiencies in making decisions, a situation that called for
urgent formulation of an intervention to enhance the agency’s capacity to make decisions.
Such a solution is necessary because repetitive errors that result in delay could tarnish the
agency’s reputation and influence performance adversely.
HUMAN PERFORMANCE IMPROVEMENT: CASE SCENARIO
5
Research into the decision-making processes in the organization is indispensable to
defining a solution to this scenario. One needs to gather information about the management
systems of the organization to identify the causes of the issue. A significant portion of
organizations assumes that organizational structure largely influences financial performance.
They, therefore, invest in creating the best structures needed to control aspects perceived to
be invaluable in driving performance. This perception explains the reason chief executive
officers have grown popular in the business landscape. It is essential to acknowledge that
organizational structure is not the sole determinant of performance and that issues in
structures can constrain performance significantly.
Gap Analysis
Desired Performance Vs. Actual Performance
The desired performance in the agency is to be realized in circumstances of enhanced
decision-making processes. This means all structure-related factors that constrain the process
should be eliminated (Cuomo, 2016). In such a case, the organization should take reasonable
timeframes to make decisions. Also, decision-making in typical situations should allow junior
employees to make routine decisions to avoid unwarranted delays in the process. [You may
want to elaborate on this point. What do you mean by “typical situations?” What are
“routine decisions?”] The reasoning for this goal related to the notion that decision-making
is highly correlated with financial results in organizations. Companies with competitive
decision-making and execution approaches exhibit high shareholder returns.
Regarding actual performance, whenever the agency had to make a decision, the
process could take up to three days due to the various approvals needed from both the top
leadership and direct supervisors. Junior employees were also not trusted with making simple
decisions at the grassroots level. Even routine decisions took significantly longer times to be
made, thus weakening the organization’s performance. Based on this analysis, gaps in the
HUMAN PERFORMANCE IMPROVEMENT: CASE SCENARIO
6
decision-making process are evident. The ideal state significantly differs from what is
exhibited in the organization. The discrepancy could translate into a significant difference in
terms of the organization’s financial performance. Also, the gap analysis offers insights into
situations that need to be revisited to bring about efficiency.
Environmental Analysis
Environmental analysis should be performed to assess possible issues. The study
relates to both internal and external aspects that could be influencing efficiency in decisionmaking. The agency adheres to a rigorous recruitment process and emphasizes competence,
creativity, and experience in the process. This implies that the staff members have adequate
skills needed to make effective decisions. Meanwhile, the agency is an established brand and
has sufficient resources required to necessitate changes and support decision-making
processes. Other aspects should be examined to determine the cause of the problem
Organizational Analysis
The organization’s mission and vision are well-defined and inspire the workers to
work toward them. The objective of the agency to satisfy consumers’ apparel and sportswear
needs to expand their potential. Indeed, the organization’s mission and goals are relevant to
improve the performance of the employees. The issue is, therefore, not rooted in the agency’s
mission and objectives. Another organizational aspect includes the organization’s power
structure and decision-making techniques. In this regard, the organization has a top-down
power structure and leaves all the decision-making roles to the leaders at the top of the
hierarchy.
Cause analysis
Information and insights gained after the study of business and environmental factors
would be critical to highlighting the cause of delays and inefficiencies in decision-making at
the agency. Indeed, the organization operates in a flexible environment with minimal
HUMAN PERFORMANCE IMPROVEMENT: CASE SCENARIO
7
interferences that could impair the decision-making process. It is equipped with the necessary
resources, including human input, to make impactful decisions. Staff members are equipped
with the skills and expertise needed to make sound decisions.
Nevertheless, organizational analysis suggests some areas that need to be improved to
facilitate effective decision-making hence enhanced performance at the agency. The
organization’s power structure may be a core hindrance to effective decision-making.
Authority to make decisions is a privilege of top leaders, who tend to be overloaded with
other management issues. The scenario implies that they are incapable of delivering effective
choices.
Based on this analysis, it is evident that the organization’s structure is marred with
challenges that constrain decision-making processes. The fact that all decisions are made at
the top management and involves multiple approvals suggest a critical issue in the agency. In
this regard, the agency runs a centralized structure that hinders the organization’s
responsiveness. If the organization is to make effective decisions, responsiveness should be
encouraged. Notably, responsiveness denotes an organization’s capacity to make quick
responses, allowing them to circumvent the possible consequences of threats within their
organizations. Meanwhile, being responsive in decision-making implies an increased
capability to take advantage of emerging market opportunities.
Interventions
Although the organization is experiencing issues in its management approach, some
opportunities could be used to enhance current performance. The intervention should be
designed and implemented in a fashion to close the identified performance gap (Rothwell et
al., 2012). Upon implementation, the organization should consider evaluating the
effectiveness of the reached solution. The following are plausible recommendations for the
organization to make its decision-making process flawless.
HUMAN PERFORMANCE IMPROVEMENT: CASE SCENARIO
8
One of the interventions would be to encourage autonomy in the decision-making
process. This intervention entails introducing systems that allow staff at lower levels to make
routine decisions. This intervention would mean compromising or altering the organization’s
structure (Mack & Szulanski, 2017). In the current power structure, commands are only
transmitted from top to the bottom of the hierarchy, implying junior workers can only
perform under the instructions of their seniors. When this approach is employed, workers at
the bottom of the hierarchy would be able to preside over routine decisions. The strategy
would be beneficial to the organization because junior staff members will not be required to
seek decision approvals from the top management. This will culminate in increased response
to situations that call for quick decisions.
The other solution would be to foster inclusion in decision-making processes.
Inclusion, in this case, denotes considering the input of all members of staff in making
decisions. Studies suggest that the input of workers with high academic achievements should
be considered in decision-making. Besides, workers’ participation in decision-making
processes is a desired aspect for every organization because it influences performance. In
implementing this solution, the organization would be showing its respect to the views of its
staff members. It is also a strategy to ensure an effective flow of information through all
organizational levels (Mack & Szulanski, 2017). Inclusion would ensure the top management
is aware of problems faced by junior employees. Another benefit of collaborative decisionmaking is that it stimulates creativity, allowing an organization to exploit possible expansion
opportunities. As part of inclusion in the decision-making process, the organization should
grant junior workers to make decisions that pertain to their daily routines.
The agency should consider effective communication of these changes to ensure they
are plausible and sustainable. Employees should be apprised of the goals of the change
through the application of practical change-management approaches. If changes are to be
HUMAN PERFORMANCE IMPROVEMENT: CASE SCENARIO
9
sustainable, the agency should help workers accept the changes and perceive them as
opportunities for growth rather than threats to their employment (Talentrics, 2013). [You
may want to explain this evidence to connect it to the main idea of the essay. What are
sustainable changes? Why should the agency “help workers accept the changes and
perceive them as opportunities for growth?”] If the agency implements measures to help
workers cope with changes, the outcomes of these interventions would likely be coupled with
significant improvements in human performance.
Every intervention needs to be evaluated to determine its overall influence on an
organization. Meanwhile, the implementers of these changes should determine measures to
assess whether or not the remedies contribute to the accomplishment of the organizational
goals. For instance, there should be frequent performance analysis post-implementation
period. Furthermore, it would be prudent to warrant the changes are implemented and
maintained in the desired fashion. If performance analysis indicates improved efficiency in
making decisions, it would be convincing that the interventions are working as per the
expectations of the implementers. Possible inconsistency with these expectations should
signal deficiencies in the implementation process or inadequacy of interventions to resolve
the presenting issues.
Summary
This study entailed a performance analysis at a specific organization where I worked.
The organization suffered critical management problems, with inefficiency in decisionmaking being the most significant one. Using the HPI framework, the study has analyzed the
situation and established possible causes of the lapses. The model is concerned with
identifying barriers that limit the potential of human resources and defining a solution to the
same. Based on gap analysis as per the guidelines of this model, it was established that the
organization takes too long to make decisions, a scenario that limits its ability to respond to
HUMAN PERFORMANCE IMPROVEMENT: CASE SCENARIO
threats and opportunities in its environment. Its centralized structure was identified as the
leading cause of the issue. The study identified emphasis on employee autonomy and
inclusion in the decision-making process as possible remedies to the scenario.
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HUMAN PERFORMANCE IMPROVEMENT: CASE SCENARIO
References
Cuomo, M (2016). Human performance improvement in 90 seconds. Retrieved from:
https://www.youtube.com/watch?time_continue=2&v=rjVKGKgjHc&feature=emb_logo
Mack, D. Z., & Szulanski, G. (2017). Opening up: how centralization affects participation
and inclusion in strategy making. Long Range Planning, 50(3), 385-396.
Rothwell, W. J., Hohne, C. K., & King, S. B. (2012). Human performance improvement.
Routledge.
Talentrics. (2013). Human performance improvement. Retrieved from.
https://www.youtube.com/watch?time_continue=2&v=FiLXoKGiIc&feature=emb_logo
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