In this last “Making HPI Work for Compliance Trainers” series, I blog about one of the biggest complaints I hear over and over again from Compliance Trainers – management doesn’t really support training. It’s hard to ask for “more of the same” even though you know your programs are now different. In previous blogs, I shared why management hasn’t totally bought into the HPI methodology yet. See the blog Isn’t this still training?
Given the constant pressure to shrink budgets and improve the bottom line, managers don’t usually allow themselves the luxury of being proactive especially when it comes to training. So they tend to fall back on quick fix solutions that give them a check mark and “clears their desk” momentarily. For the few times this strategy works, there are twice as many times when those fixes back fire and the unintended consequences are worse.
In the article, “Why the Band Aids Keep Falling Off”, I provide an alternate strategy that emphasizes moving away from events-only focus to exploring the three levels of interaction that influence performance: individual performer, task/process, organizational quality systems. These same three levels are where performance consultants carry out their best work when supported by their internal customers. The good news is that the first step is the same; it begins with a cause analysis. See the blog Analysis du jour for more thoughts on why these are essentially the same approach.
The difference is that the corrective action is not a reactive quick fix but a systems approach to correcting the issue and preventing it from showing up again. System based solutions are the foundation of many HPI/HPT projects that require cross functional support and collaborative participation across the site / organization. And this is where a PC needs support from senior leaders.
We wrap up this series here and introduce the next series – Gaining Management Support – where I blog about credibility, trust, and access and how these 3 concepts impact relationship management.