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Ingrid Guerra-Lopez Interview  -  October 7, 2008, 4:30 P.M. Conversations on HPT Webcast

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Guest:

[Dr. Ingrid Guerra-Lopez]

Dr. Ingrid Guerra-Lopez
Associate Professor, Wayne State University; Associate Research
Wayne State University


Dr. Guerra-López is an Associate Professor at Wayne State University, Associate Research Professor at the Sonora Institute of Technology in Mexico, and Director of the Institute for Learning and Performance Improvement. Her areas of research, teaching, and consultancy are performance improvement and management, particularly as it relates to performance measurement, tracking, and evaluation, as well as needs assessment and planning. Dr. Guerra-López is also Principal and Chief Innovation Officer of Intelligence Gathering Systems, a consultancy organization focused on designing and implementing automated performance tracking and management systems that improve performance by providing just in-time data and intelligence to improve management decision-making. Ingrid has written five books on performance evaluation and assessment, as well as published nearly thirty articles and ten book chapters on performance improvement, assessment, and evaluation. Ingrid earned her Ph.D. and Masters in Instructional and Performance Systems and her undergraduate in psychology from the Florida State University.

Hosts:

[ Elliott McClelland]

Elliott McClelland
Communication Specialist
School of Information Science and Learning Technologies



[Dr. John Wedman]

Dr. John Wedman
Director, School of Information Science & Learning Technologies
University of Missouri-Columbia








Summary:

What doesn't get measured, doesn't get effectively managed. In performance improvement, a professional typically conducts measurement in the context of a needs assessment, causal analysis, monitoring, formative evaluation, and summative evaluation. For example, in the context of needs assessment, measurement allows you to determine the gaps between current accomplishments and desired performance goals. In the context of summative evaluation, it enables you to determine whether these gaps have been reduced or eliminated through the performance solutions that were implemented. Moreover, those in charge of managing performance at any level and who may not even identify themselves as performance improvement professionals also depend--whether they acknowledge it or not--on performance measurement. Without accurate and timely performance feedback -- provided by ongoing measurement and tracking of performance indicators -- it becomes nearly impossible to efficiently and effectively see our progress toward desired ends. Likewise, making intelligent decisions about what to change how to change, what to leave alone, and what to abandon altogether also depend on performance measurement. Performance feedback therefore provides a unique and crucial role in the improvement of human and organizational results. This chapter provides guidance on how to establish performance measurement systems that support effective management and improvement of performance.

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