Human performance improvement

Adopt human performance improvement ideas into your JHA process. Your effort might produce additional insights on the scope of risk, hazards and improved controls. 

Dr Edgar Schein, perhaps the leading expert on the study of organizational culture, provides a definition (as cited in the US Department of Energy, Volume 1 Concepts and principles, human performance improvement handbook, 2009) ... 

Volume 1 Concepts and principles, human performance improvement... 

Source Adapted from Schein as cited in Volume 1 Concepts and principles, human performance improvement handbook (2009). 

Lack of Self-Criticism—The audit or oversight of the organization is limited, with a lack of an unbiased outside views. The oversight system is not formal and any results are not part of the leadership team s internal review. These observations can detect disconnects between operational conditions and the existing self-assessment. Problems remain unidentified, unreported, or not addressed. Adapted from US Department of Energy, Human Performance Handbook (Volume 1 Concepts and principles, human performance improvement handbook, 2009)... 

Volume 1 Concepts and Principles, Human Performance Improvement Handbook, Public Domain. (2009). U.S. 

For example, if supervisors have little control over maintenance, hiring practices, trairung, budget, time, quality, etc., then they have little control over the elements that create the potential for a loss-producing event. In this scenario, if supervisors are held accormtable for injuries that may occur, they are being held accormtable for human and latent errors that are not under his or her control (Volume 1 Concepts and principles, human performance improvement handbook, 2009). The best approach is to have clearly defined, tangible responsibilities for preloss activities and lines of authority. 

Volume 2 Human Performance Tools Eor Individuals, Work Teams, And Management, Human Performance Improvement Handbook, Public Domain. (2009). U.S. Department of Energy. Retrieved from http //l. usa.gov/1 lEx7vE. 

This belief is understandable, as the underlying cause of the loss-producing event may be from well-hidden latent human error incorporated in the overall design of the job, its steps, and task, as noted in literature on Human Performance Improvement (Volume 1 Concepts and principles, human performance, improvement handbook, 2009). From a risk standpoint, since a separation between the hazard, associated risk, and the time when a loss-producing event occurs, most of us simply cannot make the connection. We have referred to this mindset as No loss=no risk . 

The JHA is a core process element of the safety management system and offers benefits in multiple areas. As mentioned above, if you have a JHA process, it becomes part of the network of communications that spreads job information and influences safe behaviors through the organization. It covers both the job design for potential latent, built-in errors that are hidden and for potential active errors by the employee (Job Safety Analysis A Fundamental Tool for Safety, n.d. Volume 1 Concepts and principles, human performance, improvement Handbook, 2009). 

The US Department of Energy, Human Performance Improvement Handbook, Volume II, has several surveys and tools that can be used to aid in defining the organizational safety climate, human performance gap analysis tool, and a job site condihons self-assessment (Volume 2 Human performance tools for individuals, work teams, and management, human performance improvement handbook, 2009). 

Identifying the necessary skills, both mental and physical requirements that take into consideration human performance improvement challenges. 

Discuss and explain the basic concepts of human performance improvement (HPI). 

Figure 2.2 Overview of Human Performance Model Versus Traditional Models Employee vs Leadership Team Behavior. Based on Human Performance Improvement Handbook.

The safety system brings together behavioral science, human performance improvement, and promotes safety as an important value within an organization. It is sometimes forgotten that behavioral observations are only one part of a process. Consideration should be made for latent human errors that build in hidden hazards and associated risk that may not be identified by observation alone. 

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