Standards of Performance Technology and Certification

1. Standards of Performance Technology and Certification Becoming a Certified Performance Technologist (CPT) Roger Chevalier, Ph.D., CPTISPI Director of Certification

2. Trends ASTD 2003 State of the Industry Report Results for 276 Companies in their Benchmark Service Instructional Designers in 1999: 21 in 2002: 12 Performance Consultants in 1999: 6 in 2002: 10

3. Trends ASTD 2003 State of the Industry Report Instructional Designer Salaries in 1999: $44,765 in 2002: $56,900 Performance Consultant Salaries in 1999: $51, 525 in 2002: $80,671

4. Trends In fact, according to recent Accenture research, only 13 percent of the senior executives responding said they were “very satisfied” that their training and development organizations were providing “timely, relevant, and cost effective services for employees.

5. Trends A report conducted by business research firm Yankee Group shows that expenditures on outsourced human resource processes will increase at a quicker rate than internally managed HR solutions over the next four years. The study, based on sales- and demand-side interviews and briefings, projects that HR business process outsourcing (BPO) will grow from approximately $4.6 billion this year to $14 billion in 2009. Workforce Performance Solutions

6. Trends Outsourcing was bad enough but at least an instructional designer could follow the job. Standby for “off-shoring” which sends the jobs abroad.

7. Trends When training is seen as a cost center, part of the overhead for doing business, it is very vulnerable to being outsourced as management looks for ways to reduce costs.

8. Performance Technology The systematic and systemic identification and removal of barriers to individual and organizational performance.

9. What are the 10 Standards? • Four principles that guide our overall activities • Six systematic steps we use to identify and remove barriers to individual and organizational performance

10. Principles 1. Focus on Outcomes/Results (start with the end in mind)

11. Conditions Society Workplace Work Worker Process Results Receivers Inputs Performance Feedback Value Feedback Principles 1. Focus on Outcomes/Results 2. Think systemically (take a systems point of view)

12. Principles 1. Outcomes/Results 2. Think systemically 3. Add value (focus on the business)

13. Principles 1. Outcomes/Results 2. Think systemically 3. Add value 4. Establish partnerships (work collaboratively)

14. SystematicApproach • Performance Analysis • Identify any gaps between the organization’s mission, vision and goals, and the environment. • > Identify opportunities • and/or any performance • gaps that exist between • present and desired • levels of performance.

15. Systematic Approach • Performance Analysis • Identify any gaps between the organization’s mission, vision and goals, and the environment. • > Identify opportunities • and/or any performance • gaps that exist between • present and desired • levels of performance. Cause Analysis > Identify environmental causes that contribute to the performance gap. > Identify characteristics of the workforce that contribute to the performance gap.

16. Systematic Approach • Performance Analysis • Identify any gaps between the organization’s mission, vision and goals, and the environment. • > Identify opportunities • and/or any performance • gaps that exist between • present and desired • levels of performance. Cause Analysis > Identify environmental causes that contribute to the performance gap. > Identify characteristics of the workforce that contribute to the performance gap. Intervention Selection, Design and Development > Select appropriate intervention techniques to improve performance. > Design/develop the necessary intervention strategy and tools.

17. Systematic Approach • Performance Analysis • Identify any gaps between the organization’s mission, vision and goals, and the environment. • > Identify opportunities • and/or any performance • gaps that exist between • present and desired • levels of performance. Cause Analysis > Identify environmental causes that contribute to the performance gap. > Identify characteristics of the workforce that contribute to the performance gap. Intervention Selection, Design and Development > Select appropriate intervention techniques to improve performance. > Design/develop the necessary intervention strategy and tools. • Intervention Implementation • and Change • Coordinate the overall intervention strategy. • > Ensure that each of the techniques is used • appropriately.

18. Systematic Approach • Performance Analysis • Identify any gaps between the organization’s mission, vision and goals, and the environment. • > Identify opportunities • and/or any performance • gaps that exist between • present and desired • levels of performance. Cause Analysis > Identify environmental causes that contribute to the performance gap. > Identify characteristics of the workforce that contribute to the performance gap. Intervention Selection, Design and Development > Select appropriate intervention techniques to improve performance. > Design/develop the necessary intervention strategy and tools. • Intervention Implementation • and Change • Coordinate the overall intervention strategy. • > Ensure that each of the techniques is used • appropriately. Evaluation of the Process and the Results > Conduct formative of the analysis and design processes used. > Evaluate immediate reaction and application. > Evaluate individual and organizational performance improvement and Return on Investment.

19. Why did ISPI Develop the Standards and the CPT Designation? ISPI’s mission is to develop and recognize the proficiency of its members and advocate the use of human performance technology – a systematic and research-driven approach to improve organizational & individual performance.

20. Why did ISPI Develop the Standards and the CPT Designation? Requests from our members Requests from industry For a standards with which to select and develop performance improvement professionals and for a designation that identifies those who have been successful in producing measurable results.

21. Who Developed the Standards? • A team of over 30 Performance Improvement • Practitioners known as the “kitchen cabinet”: • Managers of Performance & Learning • Consulting Firms • Independent and Internal Practitioners • Academics • Under the direction of Dr. Judith Hale

22. How have the standards been validated? • Literature reviews by graduate students at Indiana University • Mark Lauer & Erika Gilmore • Under the guidance of James Pershing. • Review by independent experts.

23. What’s in it for me? • Stay competitive. • Be recognized for your work. • Distinguish yourself to potential employers and clients. • Join others throughout the world who have received the CPT designation.

24. Quotable “When clients ask about the CPT designation, I have an opportunity to explain my systematic approach to solving their performance problems. I find this distinction sets me apart from other organizational consultants.” Jeanne Strayer, CPT Performance Solutions Group

25. What’s in it for organizations? • Standards for selection and development • A Code of Ethics to guide behavior and decisions • Criteria for contracting for products and services

26. Quotable “… the certification is an indication for me to show others that people in our profession aspire to high standards… it is in (Texas Instrument’s) best interest to keep the highest level of professional development, and certification is one sure way to indicate this excellence.” Debbie Simpson, CPT Training Manager, Texas Instrument

27. Performance Improvement as a Profession Development of the Standards, a Code of Ethics, and Certification are necessary steps as performance improvement becomes a recognized profession.

28. Formal Definition of a Profession • According to SHRM and the Department of Labor, a profession has an organization that: • Speaks as a unified voice for its members • ISPI represents over 10,000 practitioners worldwide. • Fosters the development of the field. • ISPI promotes education and development through publications, institutes, and conferences.

29. Formal Definition of a Profession • Has a code of ethics that identifies standards of behavior relating to fairness, justice, truthfulness, and social responsibility. • The CPT designation has a code of ethics based on the principles of add value, validated practice, collaboration, continuous improvement, integrity, and confidentiality.

30. Formal Definition of a Profession • Conducts applied research. • Has a defined body of knowledge. • ISPI’s standards define the skills and knowledge required for proficiency. • Offers a credential. • ISPI now offers a certification.

31. A credential offered by ISPI that recognizes consistent, worthy performance achieved through a systematic process. What it is Certification?

32. A certificate of completion of a training or education program. ISPI does give certificates for completing their Institutes, however they are not required to achieve the certification. What it isn’t!

33. Who is it for? • Experienced professionals engaged in: • performance improvement, • training and development, • organizational development, • human resource development, and • other related fields

34. What’s Required? • Three years of experience in performance improvement efforts. • Demonstrated proficiency in the 10 Standards of Performance Technology • Proficiency in all ten Standards three times • Using a minimum of 3 projects and a maximum of 7. • Commitment to a code of ethics.

35. Self-Assessment Form • Review the Standards of Performance Technology. • For each Standard, rate each element based on your self-assessment of your current level of competence. • For those areas where deficiencies are noted, indicate what you plan to do to address those deficiencies. • Identify opportunities for continued development and improvement. • Determine your level of readiness for the certification. • Identify the projects and attesters you will use in the application process.

36. Example: First 3 Projects • Must satisfy standards 1- 4 plus 3 others • Project 1: Standards 1, 2, 3, 4, and 5, 6, 7, 8 • Project 2: Standards 1, 2, 3, 4, and 5, 6, 7, 10 • Project 3: Standards 1, 2, 3, 4 and 7, 8, 9, 10 • Name of each project • Name of Attester(s) for each project

37. Example: Remaining Projects • Must satisfy the remaining Standards • Project 4: Standard 5, 6, 9 • Project 5: Standards 8, 10 • Project 6: Standard 9 • Name of each project • Name of Attester(s) for each project

38. Documentation of your work How it met each of the ten Standards Attestations by clients or supervisors You satisfactorily did the work as described Evaluation by two qualified reviewers To ensure that you met the Standards How is Proficiency Assessed?

39. Who are the reviewers? Professionals who: • Have received the CPT designation • Are trained in the review process

40. What do you do? • Study the standards. • Determine your readiness with the self-assessment form. • Identify those areas you need to develop. • Identify developmental resources. • Commit to the Code of Ethics. • Identify clients and projects to submit. • Prepare the clients. • Describe your work. • Submit your descriptions to the clients for attestation. • Submit your application & fee.

41. REQUIREMENTS CERTIFICATION RE-CERTIFICATION 1. Minimum Years of Experience 3 years Not applicable 2. Accept the Code of Ethics Yes Yes 3. Continuing Education and Professional Development No Yes 4. Documentation Document experience and work done on multiple projects, and how the work meets the Standards List your continued professional development, contributions to the field and volunteer work Requirements

42. REQUIREMENTS CERTIFICATION RE-CERTIFICATION 5. Attestation by Client or Supervisor Attest that the projects were satisfactorily done by you and the documentation is accurate Self-attest to your continued work in the field and adherence to the Code of Ethics 6. Review To ensure that each Standard was met three times To ensure completeness and factual accuracy 7. Pay a fee ISPI, ASTD, or other affiliated organization member rate: Non-member rate: $995 $1195 $175 $250 Comparison of Requirements

43. Re-certification Requirements • Continued practice and proficiency • Done through self-attestation. • 40 re-certification points every three years • Attend conferences, institutes, for-credit courses, non-credit courses, training related to one or more of the Standards • Up to 15 hours from teaching, research, publishing and/or volunteering within a professional group. • Recommit to the Code of Ethics • Pay a recertification fee

44. Certification Governance Committee: Seven member committee Three year revolving terms Mixed representation of employer, government, practitioners, academics Chair appointed by the ISPI Board of Directors ISPI Director of Certification How is the credential managed?

45. Where to learn more and apply? For the most complete and up to date information, visit www.certifiedpt.org • The CPT Brochure • The Self-Assessment Guide • A Work Description Example • The CPT Application