Human Performance Improvement: Building Practitioner Competence
Improve your bottom-line results with this handy reference guide that provides the tools and techniques fundamental to the practice of HPI and carrying out your own plan.
TABLE OF CONTENTS Human Performance Improvement: Building Practitioner Competence
Chapter 2: The Role of Analyst
Chapter One set the stage for human performance improvement (HPI) by defining key terms and by emphasizing the importance of HPI. The HPI process model was presented as a systematic way to approach performance improvement efforts in organizations. The first chapter provided a broad overview of HPI. This chapter descends from that high-level perspective and zeroes in on the first role associated with HPI that is, the analyst role. This role, as well as the six key competencies and associated outputs associated with it, is defined and described in this chapter. An important goal of this chapter is to introduce readers to some key analytical tools and models used by HPI practitioners as they analyze human performance problems and improvement opportunities. The chapter details practical strategies for enacting the analyst role and opens with a case to dramatize the importance of analysis and the role of the analyst.
A Case Study
As your read the following case study, think about the role played by the people in the case.
The Setting [1]
The San Diego Unified School District, the nation's eighth largest, provides an array of programs for which transportation services are provided. For these programs, the district's transportation department buses nearly 16,000 students each school day. Smooth operations depend on a cooperative relationship between transportation staffers (particularly dispatchers and clerks) and school staff personnel.
The principal at each school selects a transportation site liaison each school year. The liaison assignment is a duty in addition to regular responsibilities and assignments.
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