HPI Model

Post Replay: HPI Series: Organizational/Business Analysis

We are going to be rounding out our Human Performance Improvement (HPI) series, so we thought we would replay our existing posts so you can get caught up before we publish new content. Enjoy!


Last week I discussed the difference between performance management and human performance improvement. In case you missed the post, here is the high-level difference between the two:

Performance Management

Performance Management is usually referenced as the process of managing performance of an organization, department, or employee. Performance is typically measured by established goals and a rating scale, which determines how well those goals are being met. Feedback is ultimately provided to the employee to adjust the performance as necessary.

Human Performance Improvement

Human Performance Improvement (HPI) or Performance Improvement is a process that evaluates an output based on a process, procedure, or individual’s performance, while seeking to understand the root cause for the gap between current and desired performance. To address the root causes, appropriate interventions are identified and applied to support organizational goals and increase the output, efficiency, or effectiveness of the process or procedure.

The HPI process is becoming more introduced and utilized in organizations, but there are still a number of professionals in the training/learning spectrum that are not familiar with process. Therefore, I thought I would take the opportunity to work through the model and share some knowledge and learning.

The HPI model is detailed below with the first stage in the process being the organizational or business analysis.

The organizational or business analysis is the process of identifying and clarifying company vision, mission, goals, targets, and needs. This step in the process ultimately works to assist the performance consultant understand what the organization values the most. Additionally, the business analysis also serves as an opportunity to understand organizational goals – these goals usually exist at all levels of the organization.

When completing a business analysis, there are three tasks that make up this analysis:

  • Identify those goals that are important to the organization
  • Understand if the goals identified are the most appropriate to the organization
  • Evaluate how specific and measurable the goals are

Discussing goals with organizational leaders can sometimes cause the business analysis to take longer than expected as leaders may not be able to agree on goals or the identified goals need further exploration based on outlined targets. Therefore, it is important as a performance consultant to be able to manage open, honest, and frank conversations with leaders.

A part of the business analysis also has you evaluate other factors regarding the organization and identified goals – essentially you are also completing a SWOT analysis to ensure you understand forces that impact the business and the goals, trends in the industry, and processes/initiatives to obtain goals.

Business Analysis Completed, What’s Next?

Once the business analysis is complete, it is important to ensure your analysis provides you specified information:

  • Your completed analysis should have established a goal or goals that the performance consultant and the client agree upon, which represent targets for the organization
  • The analysis should provide the performance consultant with an understanding of the organization, its background, strategy, etc.

If after you completed your business analysis, it provides you the specified information above, and you feel comfortable that you have identified the necessary goals, and have a thorough understanding of the organization, it is time to move to the next step in the process:  the performance analysis.

The performance analysis process in the HPI model will be discussed in the next post of our HPI series. Stay tuned!

Posted by: Chris Ponder II
Chris Ponder II is a human resources professional who has harnessed his human resources knowledge and experience across the casino, retail, and service industries, where he has challenged people to think outside of the traditional “thought box” and strive for something unique by pushing thoughts and actions to a different scale – the extreme.

Chris has a background is in talent acquisition, employee engagement, training and development, human resources information systems, employee relations, process development and redesign, performance improvement, project management, and human resources analytics.

Knowing the value social media can bring, he continues to be an advocate for trench HR professionals to take a leap with social media and utilize its capabilities to grow both professionally and personally. You can follow him on Twitter at @ChrisPonder.


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