Without analysis, there is no Human Performance Technology (HPT).
Analysis provides the foundation for HPT, a profession and a perspective that demands study before recommendations, data before decisions, and involvement before actions.
(Rossett, 1999, p. 139)
Performance analysis is the first step in the HPT process. It involves identifying and comparing desired performance to current performance. The difference that exists between "how it is now" and "how it should be" is considered the performance gap. When analyzing this gap, it is important to consider the goals of the organization, as well as the environmental context in which work is done. According to Rosenberg (1996) there are three key foci for performance improvement: "The work...The workplace...The worker" (p. 374). Although the terms used may be slightly different, current models of HPT agree that the causes of performance gaps can be attributed to deficencies in any or all of these areas.
Examples of frameworks that help performance technologists study the context of performance, collect data, and gain a comprehensive understanding of the many factors that influence performance include:
- Gilbert's Behavior Engineering Model
- Langdon's Language of Work Model
- Kaufman's Organizational Elements Model (OEM) contributed by Lisa Llewellyn
Rosenberg, M. (1996). Human performance technology. In R. Craig (Ed.), The ASTD Training & development handbook (4th ed.) (pp. 370-393). New York: McGraw-Hill.
Rossett, A. (1999). Analysis for human performance technology. In H. Stolovich & E. Keeps (Eds.) Handbook of human performance technology (2nd ed.), (pp. 139-162). San Francisco: Jossey-Bass Pfeiffer.