Performance SF 1999

Customizing HPT for High Tech

Michael Peters
Erica Groschler

HSA has had considerable experience with companies in the high tech industry. Regardless of differences in the products and services, these companies face a similar problem. They must maintain the knowledge, skill and performance levels of their people in the face of rapidly changing technology and products. Further complications include short lead time for creating information and instruction, and widely distributed audiences with varying needs for the information/ instruction (infostruction) and little time to acquire it.

In the dreams of futurists, technology will solve the human performance needs of the high technology industry. Imagine the following scenario:

A system designer completes final de-bugging on an inter-planetary network system. Using optic activation technology, she selects the “Distribution” icon floating in her cranially embedded design software. Instantaneously, the design data is re-constructed for distribution.

Embedded needs analysis algorithms direct content extraction programs to create data pods for manufacturing, marketing, sales and support personnel. Infostruct algorithms automatically configure infostruction modules for each targeted biological recipient group. Distribution programs re-construct the infostruction modules for delivery. Manufacturing’s automated purchasing and production software is updated to produce the new system and components begin rolling off the Lunar Manufacturing line. Module packet signals are sent to the cranial implants of system and support engineers, deleting old system information and replacing it with the new design.

Marketing and sales receive the new infostruction in pill form, as the cranial implant technology is not yet sophisticated enough for these biological units. A short de-bugging curve is played out as the biological units resist parting with their old cranial code. Finally, production, sales and implementation goals are achieved within a 36-hour time frame. However, executive management notes that this turn around time is still 30 minutes behind their primary competitors and sends a scathing intercranial memo to the human performance team.

This excursion into science fiction reflects some basic principles that we can apply today:

Develop systems and relationships that minimize the distance (in time and space) between the source of new information, the human performance “translators” and the target audience.

Streamline the ISD process by analyzing and designing elements that do not change (audience, tasks, context) only once and modify them as needed. Establish development and delivery tools and templates for “automating” the design and development process.
HSA has applied these principles with numerous high technology clients including Cisco Systems, Hewlett-Packard, Oracle and others. However, these principles apply to any industry where the content (technology, products, markets) changes frequently, but the audience, performance requirements and learning context remain stable.

Such environments require the performance technologist to:

Get into the “information loop”. Build relationships with those individuals who generate change and sell them on the benefits of working with you. Identify who generates information change, understand their processes and assess the opportunities and obstacles (usually lack of time and inability to communicate) to rapid information transfer. Develop plans for gathering in-process information and communicate with those involved.

Help SMEs organize information. Many organizations and individuals who generate new technology or products are not skilled in organizing their message. They tend to overwhelm audiences with presentations or documentation that are excessively technical and poorly organized. HSA associates have provided SMEs with generic content outlines that help organize information for different audiences (e.g. Marketing, User, Architectural, Administrative). Coaching and editing services to SMEs can also be a big help, both for the SME and the HPTer.

Become a SME. If you are working primarily with one industry or technology area, it behooves you to acquire as much subject matter expertise as you can. This will increase your perceived value and greatly facilitate communication as well as the creation of information or instruction. One caution - do not let knowledge of the subject interfere with your commitment to lean and effective instruction.

Keep the staffing consistent. It is difficult enough to keep up with information changes. Altering project team members means adding more time to the development process because of learning curves. Although it is sometimes difficult to retain team members, the more consistency within a team, the better the chances of meeting deadlines.

Conduct Front-end Analysis. Sort out what training can cure from other required interventions. Propose feasible baskets of solutions that make sense to the client.

Separate training from information. It is very important to create a clear distinction between training (transformation) and information (transmission). Distinguish this when you begin (during the task analysis), and continue as information changes and new information creeps in. Determine (with your SMEs and stakeholders) what is required to fill a skill/knowledge gap and what is required as supporting documentation.

Streamline the ISD process. This will ensure that we keep up with the demands of high tech clients. Use an accordion style approach with the instructional design model. Flesh out only those steps that require more detail and take advantage of steps that have already been performed for other training initiatives. For example, if the audience and context are the same, perform one learner analysis and one context analysis and re-use the information for new projects within that client group.

Develop templates that can be used and re-used. If the audience, performance, tasks and context do not change, then it stands to reason that the instructional design and delivery mechanism will not have to change either. Whether using paper-based instructor guides or interactive Web pages, create templates for your delivery materials and drop in the new content. Some detailed design enhancement will be needed, but it will still be far more efficient than redesigning from scratch for every project.

Use technology. Whenever the opportunity arises, use technology to build your solution. Not only will this help you be more efficient, but it is what your customer expects. At the same time, the high tech performance technologist should keep in mind a few customer relationship principles:

Set realistic expectations. Promise what you can; deliver what you promise. When asked to do the impossible, describe the value of the possible. Clients often make requests or change the project scope. Provide clear explanations of the direct (and indirect) impact on timelines, deliverables and concurrent initiatives.

Obtain management (and/or champion) support. To deliver a successful product, especially in the high tech industry, management support is critical. There are far too many elements to track and too many individuals with different pieces of information. With clear management support or a champion, the potential for success increases significantly.

Educate the clients. The high tech industry is young, but expanding rapidly. Experience with developing and delivering sustained, quality training is still limited. As consultants, it is our job to educate clients about performance improvement, the instructional design process and the building of systemic solutions. This education process is lengthy and can take several iterations before the message is clear.

Conclusion:
Technoland of tomorrow may bring us miracles for enhancing performance, in ways we can not yet imagine. However, as we speed towards our wondrous future, let us improve our efficiencies today.