Adaptive Performance and Human Resource Development Practitioners: Insights from Successes and Failures

Abstract

This study aimed to identify behaviors that contribute to adaptive performance (AP) among human resource development (HRD) practitioners. We used self–reported incidents of successes and failures on the job. Using a four–stage data analysis strategy, we analyzed qualitative data from 67 respondents and identified four behaviors that contributed to AP: (1) emotional intelligence, (2) consulting, (3) effective communication, and (4) analytic thinking. The findings showed that AP contributing behaviors are significant to how HRD practitioners develop relationships, execute technical tasks, and gather and make sense of data. Besides, for HRD practitioners, AP behaviors are critical for self–awareness and learning from failures and successes. This study showed that incidents of failure offered more insights into AP contributing behaviors than those of success. We extrapolate, mainly since as the incidents of failure were self–reported, that AP contributing behaviors could helpHRD practitioners alter their actions as they navigate the overall demands of their work environment. More studies should examine AP, especially at the individual level, through the lens of failure because failure in itself can be transformational. Finally, we recognize that AP is integral to the professionalization of HRD practitioners because their jobs are instrumental to the creation and recreation of human expertise and organizational effectiveness.