Human performance technology

Notice: Undefined offset: 0 in /home/rmhu6fn7r820/public_html/wp-content/themes/opskill-123help/functions.php on line 75

Notice: Trying to get property 'status' of non-object in /home/rmhu6fn7r820/public_html/wp-content/themes/opskill-123help/functions.php on line 75

Essay > Words: 1326 > Rating: Excellent > Buy full access at $1


  • Identify and discuss one ethical issue that PT consultant must be aware of

Human performance technologists must observe ethics as one of the core strongholds of managing human resources. There are about five codes of conducts that certified performance technologist (CPT) credential of international society for performance improvement (ISPI) puts emphasis on as guidelines for ethical standards and ethical practices. For the purpose of this assignment we shall only tackle one CPT code of ethics which is; practicing integrity by being honest and truthful in representation to clients, colleagues and others while practicing performance technology. Integrity is a crucial practice especially when dealing with people. When an organization’s integrity is kept good it gets many customers and grows smoothly since the clients have build trust and believe in the mangers.  HPT consultants must behave in a manner of integrity, respect, honesty, trustworthiness as well as fairness in businesses, academics, professional and personal relationships. HPT consultants should not recklessly give any information which is confidential or make any statement which they know is wrong and misleading, false or deceptive to a colleague, client of any organization or general public. Again, the consultants must be alert on organizations terms and conditions and avoid in all manners to participate in any illegitimate act. Incase they get advised, inculcated or motivated to engage in illicit action then they must reject and reveal the issue to the relevant bodies for further action. By considering this ethical practice together with other not discussed here, HPT consultancy organization becomes complete and professional in its doings in providing services to clients, colleagues and the public in general.

2) Four critical success factors for Performance Consulting

In “The Anatomy of Performance,” written by Geary Rummler (Handbook of HPT, chapter 42), there is described four critical success factors for Performance Consulting. The four critical success factors were formulated by Sara a worker of JAX corporate performance support group. She had just finished eighteen months at JAX and had successfully completed three performance analysis and improvement projects when she was asked by the vice president of JAX Corporate Performance Support Group to make a presentation to a group of new performance consultants candidates on what it takes to be a successful performance consultant. It was on this basis that Sara brainstormed on what had enabled her to succeed in her performance consultancy services for the past three years and she was able to come up with four critical success factors (CSFs) that lead to successful performance consulting:

  • Focus on results

Focusing on the results is one of the priorities in performance consulting. Regardless of the situation in the team, one must focus on understanding the gap in the results that is needed to be closed. This entails clarifying the current results and the desired one and working towards achieving those desired results by all means. Sara the performance consultant who was the founder of these critical success factors saw her job and that of PSG as closing the gaps in job, process and organization results.

  • Understand reality

Consultancy work typically entails a request for help from supervisory officials or manager of specific operation who has some information that would lead one to believe that there is a problem. More often the requester reaches a conclusion on what the correct solution should be like, training, team building or personal coaching. The requester still an intermedially with his / her interpretation of the problem and solution, contacts a consultant and requests for a certain solution, rarely mentioning any discrepancy in job performance or the results of the organization that might have occurred because of the identified problem. The consultant is based with two paths to follow in tackling this problem, one path (A) involves.............

Type: Essay || Words: 1326 Rating || Excellent

Subscribe at $1 to view the full document.

Buy access at $1