Skill Set for the Human Performance Technologist

I like Stolovitch’s article which synthesize variety of theories, knowledge, and practical experience about HP. As like Stolovitch et al mentioned “HPT is empirical and evolving”, it brought general view that HPT searches for expertise through practice. Experience and practice in technical (analysis and design abilities) and people (management and communication) skills prepare HPTs to be skilled.

There are three important messages from this article:

1. Personal growth: The first step of being HPT is personal growth. I believe HPT’s skills are not only for organization, but personal growth. If a HPT does not know how to calculate his personal PIP (potential of improving performance), how can he correctly calculate PIPs in organizations? It reminds me of a famous personal growth instructor (maybe HPT as well), Anthony Robins. He helps people to change their lives after he performed the same personal growth system on himself. It brings strong force to convince and change others.
   
2. Result (solutions) driven: It is in vain to perform operation on the dead. Result is the same as “accomplishment.” If a HPT can not solve problems with good solution, that means they are not good performers.
3. Sociability construct: In George Kelly’s book, he noted “sociability construct” as “playing a role in the social process involving the other person.” That is, we need to know people we are serving, or we won’t know how to provide the best for them. Knowing stakeholders, situations, and relationship provides great opportunity to succeed. In addition, every step should be done with flexibility when applying standards and systematic solutions in situations.