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In the final session of the
Human Performance Improvement Certificate program held in December of 2007, the graduates of the program identified some Do's and Don'ts of HPI.
Do’s
Make sure there is, or find the, business need attached to the request.
If possible, determine the financial impact of the problem.
Know the business metrics/how your leaders are measured.
Think of how you are going to evaluate interventions at the beginning of the project, don’t wait until the end.
Determine that the problem is not actually a symptom of the real problem. Keep questioning the request to drill down to root problem.
Drill down key performer’s viewpoints to identify performance gaps
Ask lots of questions of a wide variety of performers and leaders.
Question the request for “more training”.
Ask others (peers in HPI/HPT) to review your approach/thinking before getting started, before key client facing activities.
Perform an independent verification and validation of data.
Use a project plan summary.
Experiment with new hammers, new analysis methods and new intervention methods.
Use your HPI elevator speech.
Build relationship credibility early so as to be able to provide differing points of view/approach to achieve desired outcome.
Communicate to the business/project goal in terms of financial impact.
To get buy-in, use hard numbers as well as percentage. Show the huge impact.
Build job aids for yourself and your client.
Use the 6 boxes.
Don’ts
- Accept client’s request as THE solution.
- Assume the stated problem is accurate.
- Look at training as the solution, it could be something else.
- Use HPI acronyms. They don’t care.
- Be overly ambitious.
- Get caught without the option to say, “No”.
- Jump to the solution.
- Let the scope creep beyond control.
- Use poorly worded surveys.
- Cut the analysis short.
- Wait till the end to figure out how to evaluate.
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