Organizational Clarity: Human Performance Improvement -PDI Feedback

In another assignment in Human Performance Improvement class I was given the assignment to focus upon a creating change to a fictional organization (or part three) it focused upon the external stakeholders involved and how HPI can be used towards this group. Again, this is a fictional account with the details listed in an assignment and the parameters dealt with worst case scenario type issues in an organization so therefore with the idea of unlimited budgets and resources (I know when does that happens?) this assignment was crafted with those variables in mind. Please post any comments or questions to facilitate a discussion in the comments sections below.

Focusing on the Human Performance Technology (HPT) Model and building on the Cause Analysis mechanism, in the form of student surveys we build a foundation to gain an understanding of the environment factors which impact the team's and organization’s overall productivity. We also implement employee, management surveys to recreate the team spirit that is missing from the department. Therefore, using the HPT Model as the basis, we have selected five interventions for this project as defined in the Performance Support Tool 9.1:

1. Personal Development Interventions (Feedback).
2. Performance Support Interventions (Documentation and Standards)
3. Organizational Design and Development Inventions (Empowerment-Team Strategies)
4. Human Resource Development Interventions (Organization Growth-Management Development/Individual Growth-360-degree Appraisals).
5. Organizational Design and Development (Organizational Values-Culture).

Of all the five interventions chosen, the number one intervention I deemed necessary to the success of this project is the Personal Development Interventions- Feedback. (Van Tiem, et al., 2012). This way team management The FA email team and site directors can discuss the issues of the Email backlog, low student survey score, lack of support, etc., in a collaborative manner. Done without fears of corrective action or further isolation occurring with the 360-degree feedback model (Hamilton, & Patel, 2012). This I feel is the easiest method to communicate solutions regarding the dysfunctional structure of procedures and processes that the organization’s customers are complaining about.  Since the organizational culture is embedded and the likelihood of a miraculous 360 change for the entire department or organization will not happen overnight.

I believe this is a more team oriented approach that allows all those concerned to gain an understanding how to improve their overall team performance and create an immediate but practical solution for productivity. This speedy intervention from an internal standpoint, allows immediate feedback and focus on the problem. From an external standpoint it immediately deals with issues that presently concern the student body. If we were to implement the other, protracted interventions first, the University would possibly face a major exodus of students as a result.

By administering a 360-degree survey the employees express their individual perceptions through the rating process of how the organization perceives them and their effectiveness in their job roles (Hazucha, et al,.1993). Included in that is how effective each individual perceives the impact of their coworkers and management staff this is all done anonymously so that the data is accurate as possible.

Coupled with the data gathered by the student surveys employees are then presented with all the material in a supportive atmosphere so that it facilitates effective coaching and development amongst the team members (Hamilton, & Patel, 2012). In this environment constructive feedback is shared between the employees and management staff so the performance responsibilities are clearly understood and the team’s performance can be improved. 360-degree feedback meetings and duplicate surveys are rescheduled for reinforcement purposes on a monthly basis are added to complement the original surveys and 360-degree meetings. This is done to judge the impact of the program upon the initial perceptions of the employees and what degree of change has occurred as a result.

Steps to administrating 360 Feedback Sessions

1.      Conduct Student Survey

2.      Gather Student Surveys

3.      Conduct Employee and Management Surveys

4.      Gather Employee and Management Surveys

5.      Tally all three surveys to rate the effectiveness of Management and Staff

6.      Constructive group feedback (through FA Jeopardy/team strategy meetings)

7.      Constructive individual feedback (through role playing/discussion of strengths and areas of development regarding performance)

8.      Monthly Follow up Surveys

My second choice was the Performance Support Intervention of Documentation and Standards, although I feel that employees need to be clear about the job requirements for their daily tasks, the Feedback intervention (360-degree feedback) would cover the basics of the intervention (Van Tiem, et al., 2012).  I would also add that the FA Email team overall customer service score on the student surveys was 63%, therefore one can concur the foundations for job expectations is already exists. Understanding why the performance gap happened and how to reach the desired performance in this situation could not be solved with just repeating current policies and procedures, to the employees.

Discussion for solutions for faulty procedures and policies as covered in the Feedback intervention would astern workable approaches to the enormous time sensitive problem that faces the team.
My third choice is the Organizational Design and Development Invention of Empowerment: Team Strategies again the basics of this intervention will be emphasized in the Feedback intervention (Van Tiem, et al., 2012). The problem here is that the FA email team is on an island by themselves, the organizational culture divides its departments into task oriented teams and by the type of Financial Aid knowledge needed to complete daily tasks. Included into the factors the strengthen this division are the competitive goals set by the organization which increases the negative effects that occur.

Stressing team exclusion is part of the organizational culture this problem is far-reaching to the point that there is a division between the FA email team and its management staff. The Beginning for the viable lines of communication with Feedback intervention starts the baby steps to becoming a true cohesive unit and meets the basic needs of all the stakeholders, now.

My fourth choice is Human Resource Development Interventions whether it is Organization Growth with Management Development or Individual Growth with 360-degree Appraisals the feedback approach is well and alive in both methods (Van Tiem, et al., 2012). In the 360-degree appraisals the customer surveys I have included in the Feedback intervention echoes here. However, there is no intent to “soften the blow” of the information given to the employee with the Organizational Culture that exists such an exercise would have a negative effect. This is due to the lack of knowledge that team management and FA site directors have of the expected job duties of the FA email team therefore without further information about these duties the ratings will be askew. The same holds true from the Management Development approach this is a lengthy approach that addresses the lack of interpersonal skills of the management staff, however due to time constraints training to bridge this lack of knowledge and personality is not suitable for this situation (Van Tiem, et al., 2012). The break between team management and the team itself is based on the lack of problem solving skills of management which this method adheres to solving. But an extensive needs assessment is required to fully understand that performance gap, something the organization is not willing to endure as the issues of low productivity numbers by the FA email team are affecting the rest or the organization.

To explain why my final choice is Organizational Design and Development, Organizational Values-Culture there is a realization that the Organizational culture is the initial cause for divisions in the department and the rest or the organization (Van Tiem, et al., 2012). This division is paralyzing the entire Organization to the point where simple restructuring of teams or the temporary assignment of employees to assist the FA email team is almost impossible. From a clinical and realistic standpoint, the organization needs to change entirely but not all of the stakeholders can wait for widespread modifications. As the survey data shows the student population is not elated with the University’s performance so far, and will not be patient. With any Organizational culture there is resistance to change for the organization to be successful in meeting the needs of its students it must have zero resistance to change. Therefore, the Feedback intervention is chosen to focus mainly upon the immediate team involved with this issue to get to the heart of the matter and work on creative solutions that address the issue at hand.
           
The best practices as demonstrated by the 360-degree feedback implementation at Starwood Hotels & Resorts Worldwide, Inc. would be replicated here at Omir University (Caruso, 2011). For example, in the survey process, Starwood decided that their survey questions would be adjusted or aimed at the skill levels of management, not just the employees. Furthermore, this process addressed individual strengths along with areas that still needed development, through positive assessments and not the usual one on one coaching methods, that have considerable negative conations. This way everyone can add into this data their unique perceptions of how they contribute to the organization, what they do best and what they believe they need improvement with on a daily basis, without judgment.
           
As at Starwood, the 360-degree feedback implemented at Omir University would give the entire team a structure or foundation of “what to focus on” the team’s knowledge of individual expectations so that bridging any performance gaps will be simple (Caruso, 2011). From an organizational standpoint, the benefits gained from these best practices is a foundation of data to grow upon. Additionally, from this data, the University’s Human Resource department can develop additional programs with a distinct scope that reaches into each part of the department. This extended reach allows the University to reduce the waste of previous resources similar to the implementation at Starwood (Caruso, 2011).

References
Caruso, Karen N. (2011)“Case Study: Starwood Hotels Takes 360 Degree Feedback to a New Level” viaPeople Insight - Performance Management & Succession Planning Blog Mon, Aug 29, 2011 ViaPeople Retrieved on February 23, 2017 from: http://web.viapeople.com/viaPeople-blog/bid/65018/Case-Study-Starwood-Hotels-Takes-360-Degree-Feedback-to-a-New-Level

Hamilton, Diane, & Patel, Nilesh (2012) “Best practices in 360-degree feedback” Forward HR Aug 22, 2012 In Business Madison Retrieved on February 16, 2017 from: http://www.ibmadison.com/Blogger/Forward-HR/August-2012/Best-practices-in-360-degree-feedback/

Hazucha, J. F., Hezlett, S. A., & Schneider, R. J. (1993). The impact of 360‐degree feedback on management skills development. Human Resource Management, 32(2‐3), 325-351.

Van Tiem, D., Moseley, J. L., & Dessinger, J. C. (2012). Fundamentals of performance improvement: Optimizing results through people, process, and organizations. John Wiley & Sons.

Organizational Clarity: A wiki post called "State the purpose and goals of HPI"

So I wrote a couple of articles for a Human Performance Improvement class assignment that was a Wiki for the class and it was segmented into subject matter that dealt with organizational development and improving the human performance of the employees in the organization. I believe this will help students and professionals alike explain the concepts that deal with Human Performance improvement. This wiki posting is answering the question: State the purpose and goals of HPI this is what I wrote for the class:

One of the main goals of Human Performance Improvement (HPI) is to bring clarity and definition to the organizational expectations of each assigned role within the organization (Standard, D. O. E., 2009). This ensures that individuals in the organization have the skills that are matched to tasks to guarantee completion, and it outlines individual responsibilities for each in the organization.

By assessing all of the aspects of an organization through HPI, the organization itself can develop policies and procedures that will improve and extend its range of competencies and productivity. HPI also strives to add transparency to the organization, not only for role clarity but to build morale through acknowledgment of individual achievements and acquired skill sets. Reinforcement of this acknowledgment through HPI is done by either creating proper compensation or reinforcing the needed consequences.

HPI creates an atmosphere of professional development that reinforces expectations, lowers turnovers and gives an organization the ability to retain experienced individuals. Meanwhile, HPI helps an organization in identifying opportunities to implement the changes necessary to strengthen the organization overall, pushing it forward by highlighting the necessary direction(s) to the next level.

Reference

Standard, D. O. E. (2009). Human performance improvement handbook volume 1: concepts and principles. US Department of Energy AREA HFAC Washington, DC, 20585.

Organizational Clarity: “25 Creative Image Effects for Stock Photos in E-Learning #156” article

From the Articulate community is an article from easy, cheap solutions to meet organizational needs. In an email I received was a link to: “25 Creative Image Effects for Stock Photos in E-Learning #156” by David Anderson.

This article ties 25 projects that emphasizes the use of creative image effects for stock photos when you are using them in the E-Learning process. This allows you to bring the learner’s attention to the object or main idea of the presentation, this helps the learner maintain a visual of the subject matter and retain the knowledge learned at that time.

Each link is simply discussing the methodology or reason each presenter took as they approached this issue, in maintaining the focus of the learner. They are very brief so even though this article gives you a lot of links and examples it is really not that time consuming, you may even find some ideas you can use in your own presentations.

If you want to know more just click the link here:

https://community.articulate.com/articles/image-styles-and-effects-in-elearning

Organizational Clarity: “15 Examples of Interactive Video Quizzes in E-Learning #15” article

In an article called “15 Examples of Interactive Video Quizzes in E-Learning #15”, the author David Anderson compiled this list of different examples of video used in the E-learning process. Keeping the video being interactive allows the learner to have a visual during the learning process.

This also captivates their attention where simple text or verbal presentations can “bore’ the learner and decrease the effectiveness of the training program. Having a video in the training process also allows the visual type learners to succeed, when most training programs are usually straight forward and presentation related.

Being interactive allows the learner to be a part of the process instead of watching it, to put the solutions or material that they learned to work in a practical way. By practicing through these videos quizzes, this also helps the organization gauge the effectiveness of the training program while it is being implemented.

Here is the hyperlink to “15 Examples of Interactive Video Quizzes in E-Learning”:  https://community.articulate.com/articles/interactive-video-quiz-elearning

Organization Clarity: when you choose your career path

When it comes to selecting your career path it, as this article states, is based off of us, as individuals comparing ourselves against the success of others (Sonenshein, 2017). Also, cultural influences play a part of the individual, as the article states, chasing goals that are not their own. We look at others in our peer groups or even outside as standards of success when we should actually look and identify with what we are comfortable with.

Most of the time psychologically we are not equipped to do the things that the individuals we consider a success have done in the process of being a success. Sometimes we are not even emotionally able to handle the amount of rejections, losses or even critique that come with these career paths. Some people can handle the 24/7/365 high-speed corporate world and looking from the outside this may seem like a standard of success due to the money made and respect garnered, however the daily grind to making this possible is not acceptable or possible.

Either due to the lack of emotional intelligence or even a lack of professional skills as you see I mention multiple variables that constantly rear its ugly head to determine if an individual is able to handle a particular career path. You may want to be the next president of the United States, when if you take into account all of your psychological needs, and capabilities you may be happier being as a blogger! 

In essence, when you choose your career path just take a really good look at yourself, not someone else, to determine if you are putting all your time and energies into the right field. Culture, friends, and family may tell you one thing but in the end, they are not paying your bills, dealing with the struggles in your professional life, nor are they the ones who live with this decision every moment of every day. Reflecting upon yourself will allow you to be happier in your occupation but also you will save yourself time, money and a whole lot of stress!

Sonenshein, Scott (2017) Why Do People Chase the Wrong Career Paths? February 15, 2017 TheHuffingtonPost.com, Inc http://www.huffingtonpost.com/quora/why-do-people-chase-the-w_b_14749038.html

Organizational Clarity: “5 Tips to Set Flawless Learning Objectives for eLearning Courses” article

From the CommlabIndia community is an article from easy, cheap solutions to meet organizational needs. In an email I received was a link to: “5 Tips to Set Flawless Learning Objectives for eLearning Courses” By Ashok Kumar K.  Learning objectives are always tough to create especially for the eLearning arena.

Most organizations do not have the resources to commit to E-Learning courses so when the practitioner has the chance, they have to do it right! Stating to the learners and one’s sponsors what one will learn from this presentation of material is crucial to maintain support and fan the learner’s desire to engage.  

The five tips to setting flawless learning objectives for eLearning Courses are:

• Keep learning objectives specific
• Keep learning objectives simple and concise
• Say NO to ambiguity
• Specify expected performance
• Align assessments & activities with learning objectives

If you want to know more just click the link here:

http://blog.commlabindia.com/elearning-design/5-tips-to-set-elearning-learning-objectives