HPT Process (.pdf) or (.gif)

Non-Instructional Interventions

Instructional Interventions

The Future

References

Links

Non-Instructional Interventions - Electronic Performance Support Systems

This article excerpted with permission.  Larke, S. (11/18/2002). Electronic performance support systems.  Message posted to Boise State University IPT560 course, Fall 2002.

Electronic Performance Support Systems are computer-based software/applications that provide knowledge about tasks when users need it – while they are performing the task. Villachica and Stone (1998) define performance support systems (PSSs) as a coordination of on-line and off-line methods and resources that support performance. A PSS is made up of the users, the methods the program uses, and resources that support performance. Performance Support Systems span a wide range of integration with the software application being used. A highly integrated PSS might guide the user through the task he is performing. A less integrated PSS would require the user to leave the task he is working on and go to an external source for help, for example, a manual or a co-worker. The focus is not on whether the user learns the information being presented, but whether the user is able to perform the task (Cole, Fischer, Saltzman 1997 Examples of EPSSs are the help screens in Microsoft Word and Excel as well as the text bubbles that appear when the user drags the mouse over the icons on the toolbar. Users may not know all the functions of the software, but are able to retrieve the information they need to perform the task. Characteristics of an electronic performance support system include the following (Sleight 1993): computer based, provide access to the task at the time the task is being performed, used on the job, controlled by the worker, reduces the need for prior training, easily updated, provides fast access to information, irrelevant information is not included, allows for different levels of knowledge in users, allows for different learning styles, integrates information, advice, and learning experiences, artificial intelligence.

The goal in designing a PSS is easy access by the users when they need it (Cole, Fischer, Saltzman 1997). In addition, the need for training can be eliminated if the PSS is designed to assist the users in retrieving the needed information. Examining the task being performed, the results of the performance and the things that affect performance (known as the Performance Zone, Gery 1991) help ensure this will be accomplished.

Villachica and Stone (1998) cite two major benefits of PSSs: reduced time to near-expert performance that can be sustained, and a potential high return on investment (ROI) because little or no training is required and novice performers are able to complete a task in less time. Training may, however, be advisable on how to use the PSS, itself, (Elsenheimer, 1999). If users don’t know how to use a tool, they won’t use it.

Case Study #1 (Cole K, Fischer O, Saltzman P. Just-in-time knowledge delivery [online] 1997 July. Available from: ABI/Inform(Business) database at http://www.libproxy.boisestate.edu/login. Accessed 2002 Oct 14.)

In 1995 Ethicon Endo Surgery, Inc. (EES), a major supplier of laparoscopic instruments to the medical community decided to contract Compare Inc. to develop an electronic copy of the documentation used by EES’s sales force to keep current on trends in the industry. Since laparoscopic technology changes rapidly and offers new instruments and ways of using current instruments, hard copies of the documentation were becoming overwhelming. The documentation included information about competitors, academic papers or clinical, economic, or legal topics, sample overhead presentation, background material on laparoscopy and administrative information. Because of time constraints and the huge amount of material covered, the EES salespeople were not using the hard copies. An electronic copy was thought to be easier to access and carry, and would, therefore, be utilized more than the hard copies. An analysis was completed and it was discovered that because of the enormous amount of ever changing information and the wide range of clients they served, the EES salespeople were lacking in some areas. In addition, they were not computer literate and had no time for training. Because EES already used a corporate sales process called AID, Inc. – Approach, Interview, Demonstrate, valIdate, Negotiate, Close - an interface was built around it. When the user selects a phase of the process (i.e. the letter A), hypertext relating to that phase is displayed. The phase, itself, is described, the software modules relating to the phase and how they help the users perform specific tasks and meet business goals. Instructions for using the EPSS were built into it. To meet the needs of computer illiterate users, the first screen of the EPSS asks users if they are familiar with Windows. They are told how to click a button – if they click "no," they are instructed to click another button that leads to a tutorial on Windows. For users who do not know how to start a computer, a one-page handout was provided that the EES sales force can keep in their personal planners. Experienced users can skip the tutorial and proceed to selected modules.

The software was implemented in 1995 and won the Award for Excellence at the 1996 International Society for Performance Improvement conference. The intervention enabled the EES sales staff to go from a 200 plus hard copy reference manual to an efficient EPSS.

Payless ShoeSource Inc. developed an RPS (Retail Performance Support System) in 1992 to update its training. The training prior to the RPSS was paper and manual based with some on-the-job instruction. A problem with the training was that most of Payless’ sales associates were ethnic minorities who often did not speak English as their first language. In addition, because of the young age of the sales force (18-24) they were used to receiving information from video images (TV, music videos, movies) more than from manuals. It was determined that the new training program had to deliver training visually where possible. In addition, Payless was looking for a way to reduce the time managers spent coaching employees.

In 1999 Payless began a pilot program in 50 stores around Chicago and by 2001 the program was running in all Payless stores in the U.S. and Canada. There are four major components of the RPSS – applications, job aids, references and computer-based training. The interface used looks like an actual store – the user can click on an icon of a customer to learn about customer service or a stockroom icon to get inventory information. The software has evolved to provide just in time information on almost every job. In addition, in the past to locate a pair of shoes for a customer not currently in stock, the associate had to spend hours on the phone calling other stores. The new software called "Lot Locator," enables associates to quickly find the information electronically.

One barrier to use of the RPSS was fear by associates that they would break the computer. To alleviate these fears the introduction module was expanded from one page to twelve half pages and an interactive guide and video message on how to use the system were incorporated. Training has been reduced by about 30 percent because of the RPSS. In addition, it is estimated that sales assisted by "Lot Locator" will generate a three percent annualized improvement to profits.

Gery G. (1991). Electronic performance support systems: how and why to remake the workplace through the strategic application of technology. Toland, MA: Gery Performance Press.

Numerous references are listed in the text: Villachica SW, Stone, DL. Performance support systems. In: Stolovitch HD, Keeps EJ, editors. Handbook of human performance technology. San Francisco: Jossey-Bass/Pfeiffer: 1999. P. 461-463.

Performance Zone – coined by Gloria Gery. Refers to the analysis of the performance problem – examination of the task being performed, the results of the performance and the things that affect performance.

Just in time training – refers to the users being able to access information when it’s needed.

[Anonymous]. Training when you need it [online] 1997 February 24. Available from: ABI/Inform (Business) database at http://www.libproxy.boisestate.edu/login. Accessed 2002 Oct 14.

Chiem PX. A better fit, Payless ShoeSource provides just-in-time support for in-store processes [online] 2001 August. Available from: http://www.destinationkm.com/articles/default,asp?ArticleID=311. Accessed 2002 Oct 19.

Cole K, Fischer O, Saltzman P. Just-in-time knowledge delivery [online] 1997 July. Available from: ABI/Inform(Business) database at http://www.libproxy.boisestate.edu/login. Accessed 2002 Oct 14.

Sleight, DA. Types of electronic performance support systems: Their Characteristics and Range of Designs [online] 1993. Available from: http://www.msu.edu/-sleightd/epss_copy.html. Accessed 2002 Oct 19.

Villachica SW, Stone DL. Performance support systems. In: Stolovitch HD, Keeps EJ, editors. Handbook of human performance technology. San Francisco: Jossey-Bass/Pfeiffer: 1999. P. 442 – 463.

Elsenheimer J. Implementation training for EPSS (electronic performance support systems) [online] 1999 May-June. Available from: ABI/Inform (Business) database at http://www.libprox

go to Top