After 10 years of HPI consulting, I’m still being asked this question a lot. In the blog, “Isn’t this still training”, I shared why it still looks like training. Alas, this blog brings us to the beginning of another series within the Human Performance Improvement (HPI) arena. I’m calling it “HPI: Making it Work for Compliance Trainers”. So, in this blog, I will expand upon 6 elements of comparison to illustrate the difference between the two and the depth of impact one has over the other.
Training addresses the learning needs of employees. Various definitions include closing the knowledge and skill gap of what they know now and what they know afterwards. It’s built on the assumption that the cause of the gap is a lack of knowledge and skill. Performance Consulting addresses business goals and performance needs of the affected employees. Training is just one of the possible solutions that can be used; not the only one.
A training solution delivers a structured learning event. Whether it is a classroom or virtual or self -led, the event itself is the end goal. Performance Consulting or HPI projects are implemented to improve performance. The end goal is not about the solution such as the specific HPI Project, but rather a positive change in performance that leads to the achievement of the business goal. The endpoint is “further down the road”. So it takes longer to produce the results.
With training, the Trainer is held accountable for the event. In a lot of organizations, there is an implied but not spoken accountability for the results back on the job. But without the proper systems and support mechanisms in place, many Trainers get “blamed” for training transfer failure. Here’s the big difference for me. Performance Consultants (PCs) partner with their internal customers, system owners and business leaders in support of the business goals. The accountability for improved performance becomes shared across the relationships.
Trainers typically conduct a needs analysis to design the best learning “program” or course possible. PCs conduct performance analyses gaps assessments to identify causes that can go beyond knowledge and skills. See the blog, “Analyses du jour”.
Trainers very often use course evaluation sheets as a form of measurement. In the Compliance Training arena, knowledge checks and quizzes have also become the norm. PCs measure the effect on performance improvement and achievement of business objectives.
This is another key differentiator. Training is viewed as a cost typically. Compliance Trainers are all too familiar with the phrase, “GMP Training is a necessary evil”. PCs become business partners in solving performance gaps and accomplishing organizational goals.
For a visual graphic and expanded description of these 6 elements, you can request HPISC white paper, Why They Still Want Training?
I also recommend that you request the HPISC white paper, Performance Analysis: lean approach for performance problems.