AN ACTION LEARNING HUMAN PERFORMANCE TECHNOLOGY/IMPROVEMENT CASE STUDY

Abstract

Action learning and action research often receive combined attention. This action research project used a team of human resource (HR) professionals to pilot using action learning to train them about implementing human Performance Technology (HPT) and human performance improvement (HPI) concepts into their daily work processes. Skills development has become a central focus of most HR teams since the end of the pandemic. Thus, learning professionals have begun to emerge as leaders in HR departments, including chief learning officers, although some show gaps in their ability to provide transferable learning to their employees. This case study described a pilot training process. It showed that learning and transferable knowledge could occur by using the Revans’ L = P + Q (learning equals programmed knowledge plus questioning) equation along with action research principles where the researcher actively facilitates the scenarios of the research project. Findings included a positive increase in participants’ confidence levels in using HPT and HPI in the workplace. The case had practical implications by offering a process for new HR teams and learning directors to establish, create, and facilitate an action learning program.