Needs Analysis 1106 Mil

Conducting Best-Practice Front-End Analysis
Presented by:
Paula Alsher
Vice-President, Client Solutions November 8, 2006
CEPWorkforcePerformance.com 770-458-4080
Todays Agenda
Front-end analysis in performancebased organizations Four major types of analysis

Goal Analysis Job Analysis (Job Performance Profiling) Task Analysis (Best Practice Detailing) Performance Analysis
The link between analysis and evaluation How CEP can help
2006, CEP Inc. All rights reserved.
Todays Agenda

What is a Performance-Based Approach?
The target is the ability to perform to explicit expectations Solutions are not limited to training and are derived from analytical data Success to the target can be measured against pre-defined outcomes and criteria Measurement based on ability to do, not just to know
Best Practice Analysis Differs From Traditional Needs Analysis

Assumptions
Traditional:
Training
Best Practice:
Business Goals Job Requirements Data Solutions Measurement
Training
Other Solutions
Why Conduct Analysis?

There is no way to decide what action to take until you know what you are trying to accomplish. If you dont know where youre going, how will you know when you get there?
Why Conduct Analysis?

Without proper analysis, you cant get to performance at the job level
And you cant measure improvement.

The Vision, Goals, and Strategies Must Connect to Jobs

Vision
Goals/ Strategies Processes Technology
Jobs
Jobs
Jobs
Jobs
Jobs
Todays Agenda

What is Goal Analysis?

Purpose To take fuzzy goals and be able to describe in terms of observable, measurable performance so that you can know when the goal has been achieved. Examples of Fuzzy Goals Exhibit personal leadership on a team Demonstrate physical and moral courage Be tactically competent Think strategically Demonstrate individual initiative Be a good small unit leader
Air Force GS-15 Competencies

Work Thru Others Interpersonal Awareness Standards of Excellence Use of Influencing Strategies Organization Commitment Self-Confidence Initiative Conceptual Thinking
Why Conduct a Goal Analysis?
To make performance targets measurable To help determine if training is needed To identify what kind of training will be useful
When to use it Goal analysis can be applied at any point when: An intent is described in fuzzy terms The intent is important
Five Steps to Goal Analysis

1.Write
down the goal 2.List performances that exemplify goal achievement as they relate to the organization goals and strategies and the job 3.Sort the list and eliminate remaining fuzzies 4.Describe performances in complete sentences 5.Test for completeness
An Example
How would you know it if you saw it in your unit, organization, leaders, or team members?
Exhibit Personal Leadership on a Team
Produce high quality work Improve own knowledge and skills to be technically and tactically proficient Own up to own mistakes Complete tasks without being told to do so Deliver what is promised on time and on task Guard personal and confidential information Seek responsibility and take responsibility for personal actions Keep team members informed Set the example for others
Link the Goal or Competency to the Organization and to the Job
Goal Analysis Can End in Different Directions

1 A 2 3 4 5
performances other directions thin air
B
C
After Goal Analysis Determine which performances are occurring satisfactorily Determine the causes for non-occurring performances -lack of skills -other causes (Performance Analysis)
Todays Agenda

We Define Job Performance Expectations Through Job Performance Profiling

Purpose To define what performers need to do at the job level and how well they need to do it to meet expectations
Define Expectations Identify Job Tasks
Identify performance standards for each task
Identify importance, difficulty, frequency of each task
What is competent performance?

Job Task Defined

A job is a collection of tasks. A task is a series of steps leading to a meaningful outcome/accomplishment. A step is one of the actions that need to be taken to accomplish the outcome.
Job Task Defined

A job is a collection of tasks.
Infantryman
A task is a series of steps leading to a meaningful outcome.

Navigate using a map and compass
A step is one of the actions that need to be taken to accomplish the outcome.
Identify topographic symbols on a military map
Job Tasks Can Be Technical or Managerial

Technical Tasks Secure deployment package for airdrop Operate a machine gun Clean up a hazardous chemical spill Conduct a reconnaissance Clean a personal protective mask Secure flight line sector
Managerial/Leader Tasks Conduct a performance review Conduct a staff meeting Give employee feedback on performance Create an annual budget Prepare an operations order Review readiness plans Conduct training
The Value of Job Performance Profiling

What do you need someone to be able to do? How well do they need to do it?
Makes performance expectations clear and explicit Can be used immediately as a performance management tool Can be used to gain consensus of key stakeholders Helps prioritize training needs
How We Conduct Job Performance Profiling
Meet with leadership to define the expectations for the job, including linkages to mission, goals, and strategies Interview subject matter experts, including supervisors and star performers Document and test for accuracy
Example
Project: SBS Job: SBS Accomplishment/Duty: Processor Data Gathering Methods: Interview & Observation Source(s) of Information: Frontline Supervisor, Senior Supervisor, Distribution Rep 4, Distribution Center Rep 4, Processor, SJTs, support documents Date(s) Information Collected: April 8, 2005 Criteria for Success of Task
Bench
Tasks
Cues
Outcomes
Task Documented Yes/No Yes
Prepare for Processing
Shift is beginning Processor is returning from lunch or break
Bench is prepared Processor is logged onto CRT
is adjusted correctly Supplies are replenished according to Supply List All required equipment is on Water in tape machine is more than 1/3 full Correct user ID and passwords are entered in CRT CRT is ready to scan worksheet
Todays Agenda

What is Task Analysis?
Documents the steps and decisions performers should follow to complete a job task Completed through observation, focus groups, one on one interview of star performers
Derived from best practices

Can be documented in flowcharts or put immediately into Performance Guide format
Example
Process Special Project Documentation for Construction and Repair (extract-Navy Mgr. Handbook)
3 Determine if special project must be forwarded to HIGHER command level for approval/authorization and or funding If Special Project is: Within CO approval authority: And Local Funds are: Available NOT Available Available NOT available No need to forward Forward for funding Forward for approval Forward for funding and approval Then:
Construction under $100,000 Repairs/Maintenance under $200,000 Construction between $100,000 and $200,000 Repairs/Maintenance over $200,000
Outside CO approval authority:
NOTE: You may be required at times to respond to requests from the chain-of-command to forward all special projects over a set dollar figure. This is an exception to the above policy.
4 Forward to Station CO for approval 5 Ensure Step 1 documentation has been forwarded to Echelon II (if required)
Note: Public Works is responsible for forwarding documentation to Echelon II via the Chain-of-Command.
The Value of Task Analysis
Ensures training is based on best practices

Provides consistency Increases productivity Improves efficiency Reduces waste
Can be used to immediately improve performance even before training is developed

The Next Step: Deriving Skills

Once you have detailed the best practices through task analysis, you can identify skills required to complete the task.
Document
Task Flow Chart Skill Hierarchy
Depicts
The relationship between skills needed to perform a task
Outcome
Best learning sequence
Key steps and decisions Best process
* Only CEP identifies tasks and skills

Sample Skill Hierarchy

Operate the Phone System Receive Calls
Transfer a Call
Receive Inbound Calls
Place Call on Hold
Create Conference Call
Discriminate between internal & external calls
Discriminate between long & short wait
Locate & operate the hold, in calls & ext. keys
Locate & operate the hold, in calls, ext, release & transfer keys
Recall functions of other company departments & individuals
Locate & Operate Mute button
Locate & operate Transfer button
Distinguish between warm & cold transfers
Performance-Based USAF Family Readiness NCO Qualification Training Course Map Example
Day 1 Day 2
Assessment
Day 3
AAR Briefings and Lessons Learned
Day 4
Day 5
Morning
Family Readiness: An Historical Perspective
The Making of the Family Readiness NCO Position
Family Separations Due to Deployments
Crisis Response to Include Casualties
Evacuation Planning and Response
Individual Application Planning and Discussions
Training Supports: Job Aids War-time scenario Eagle Point AFB simulation Eagle News Network realtime news broadcasts Controllers Base leadership involvement
Self-Paced Individual Work Practical application with integrated Practice and Skill Checks Facilitator-led discussions Readiness Team meetings and discussions Small group presentations Pre-work
Loss and Grief Job Duties and Responsibilities
Afternoon
Family Readiness: A Team Concept
Contingency & Deployments Planning and Execution Exercise
Crisis Response Exercise
Evacuation Response Exercise
Crisis Response to Evaluations and Include Casualties Graduation
Review Base and FSC Contingency Plans
All Exercises Conducted Under a Pre-or War-Time Scenario Involving Eagle Point AFB Simulation Tactical Dinner Conduct Contingency Planning AAR Conduct Crisis Response AAR Conduct Evacuation Planning AAR
Outside Class-Readiness Team Meetings, Discussions, and After-Action Reviews
Todays Agenda

Why Conduct Performance Analysis

Now that weve defined and described competent performance Why arent performers able to do what we need them to do? Performance Analysis is the tool of choice.
Performance Analysis is Crucial
If other people are asking for training, you must do Performance Analysis to determine:
Whats causing the problem? Is it a problem that training will fix? Are there less expensive remedies?
Different Obstacles Call for Different Solutions

Obstacle: Solution:
Gaps in Required Skills
PerformanceBased Instruction
Skills
Obstacle: Solution:
Operational Support
Remove or Work Around
Optimal Performance
Hills
Will
Obstacle:
Solution:
Lack of Motivation
Rearrange Consequences
Overview of the Process

Three Main Steps:
1. 2.
Define the problem Analyze the causes of the problem Identify & implement effective solutions
3.
Training Is Only a Solution to Closing Skill Gaps
Could people do it right if their lives depended on it? Do they do it correctly now and then? Have they ever done it right?
Eliminating Skill Gaps
Performance Aids
Full-Blown Training
On the Job Training Coaching/Mentoring
Most Performance Problems Cant Be Solved Just By Training
There are almost always motivational obstacles

Positive performance is punishing
Negative performance is rewarding

There are no consequences at all
Removing Will Barriers
Positive performance is punishing

Remove or reduce punishment Provide positive consequences
Negative performance is rewarding

Remove or reduce reward Provide equal or greater positive consequences for positive performance
No consequences
Provide positive consequences for positive performance Make it matter
Operational/Environmental Obstacles Can Also Prevent Performance
Not enough time or resources Existing rules/policies
Lack of authority
Lack of information
Lack of adequate space

Removing Environmental/Operational Obstacles

Reduce Remove Work around
Todays Agenda

Analysis Links Directly to Measurement and Evaluation

Job Analysis leads to Job Performance Profile Best Practice Detailing
Task Analysis
leads to
Performance Shoulds
Performance Analysis identifies causes for gaps
Measure Against the Pre-Specified Performance Criteria
Analysis
Solutions
Measurement
Measurement tells whether 1. People are performing as desired 2. Performance changed 3. Your intervention(s) worked
Use Analysis as Basis for Performance Management

Analysis Deliverables Job Performance Profile Best practice detail Obstacles to performing to standards Problem costs

Data Used To: Coach and monitor performance Evaluate performance Identify high performers Baseline for ROI for prioritization and measurement
Measuring the Return

Goals
Improved productivity Increased tactical success Improved maintenance posture Increased readiness posture More accurate intelligence reporting Increased operations tempo

Metrics
Cycle times Production costs On-time delivery Lost work orders Waste and rework Customer satisfaction rate Rounds on target Sortie rate ROV recovery rate Machine set up time Maintenance and repair costs Mean time between failure rate
In Summary
Analysis enables us to:

Guarantee results Use training only when training will work Apply other less expensive solutions when appropriate Manage performance more effectively Measure results
Todays Agenda

A Twenty Year Old Workforce Performance Improvement Consultancy
The Center for Effective Performance Founded: 1985 100 Consultants Services/Products: WPI Solutions Workshops Publications 80% of our clients are in the Fortune 500 GSA contractor Work with Army, Navy, USMC, Air Force, USCG, DoD, Dept of State, Homeland Security, USMS 75% of our clients are repeat customers
Who We Are
Own the Workforce Performance Improvement Niche

Unequaled in the industry
Seasoned consulting bench with deep, industry, business, military, and government process experience Cracked the code on linking one of a companys largest assets (people) to business results Over two decades of unsurpassed quality Over 800 years of collective experience in human performance More than 25 international awards for quality and results Sole source for Dr. Robert Magers workshops
Leaders in the Performance Improvement Space
Focusing where workforce improvement can potentially add the most direct value to the bottomline
Job Skills Definition and Development Organizational Strategy Execution Customer Service Enhancement New Equipment and Systems Implementation Best Practices Implementation Converting Academic Training to Performance-Based Sales Performance Improvement
Put Simply Its leveraging all the profit out of one of your organizations largest investments, your people
Criterion-Referenced Instruction Guarantees Results
The Benefits of Criterion-Referenced Instruction
Eliminating the Learning Curve

CEP has Supported Many Organizations in Moving to Performance-Based
Next Steps
To request details about the information presented today, please fill out the survey after the Webinar To discuss your specific challenges and needs, call us at 770-458-4080
Questions
CEP www.cepworkforceperformance.com
770-458-4080
WORKFORCE PERFORMANCE. WE WROTE THE BOOK
Center for Effective Performance 1100 Johnson Ferry Rd, Ste 150 Atlanta, Georgia 30342 www.cepworldwide.com 770-458-4080

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Conducting Best-Practice Front-End Analysis

Front-end analysis in performancebased organizations Four major types of analysis

2006, CEP Inc. All rights reserved.

Front-end analysis in performancebased organizations Four major types of analysis

2006, CEP Inc. All rights reserved.

What is a Performance-Based Approach?

Best Practice Analysis Differs From Traditional Needs Analysis

2006, CEP Inc. All rights reserved.

Why Conduct Analysis?

2006, CEP Inc. All rights reserved.

Why Conduct Analysis?

And you cant measure improvement.

The Vision, Goals, and Strategies Must Connect to Jobs

2006, CEP Inc. All rights reserved.

Front-end analysis in performancebased organizations Four major types of analysis

What is Goal Analysis?

Air Force GS-15 Competencies

2006, CEP Inc. All rights reserved.

Why Conduct a Goal Analysis?

Five Steps to Goal Analysis

2006, CEP Inc. All rights reserved.

Exhibit Personal Leadership on a Team

Link the Goal or Competency to the Organization and to the Job

2006, CEP Inc. All rights reserved.

Goal Analysis Can End in Different Directions

Front-end analysis in performancebased organizations Four major types of analysis

We Define Job Performance Expectations Through Job Performance Profiling

Identify performance standards for each task

Identify importance, difficulty, frequency of each task

What is competent performance?

Job Task Defined

2006, CEP Inc. All rights reserved.

Job Task Defined

A task is a series of steps leading to a meaningful outcome.

2006, CEP Inc. All rights reserved.

Job Tasks Can Be Technical or Managerial

2006, CEP Inc. All rights reserved.

The Value of Job Performance Profiling

2006, CEP Inc. All rights reserved.

How We Conduct Job Performance Profiling

2006, CEP Inc. All rights reserved.

Task Documented Yes/No Yes

Prepare for Processing

Shift is beginning Processor is returning from lunch or break

Bench is prepared Processor is logged onto CRT

2006, CEP Inc. All rights reserved.

Front-end analysis in performancebased organizations Four major types of analysis

What is Task Analysis?

Derived from best practices

2006, CEP Inc. All rights reserved.

Outside CO approval authority:

2006, CEP Inc. All rights reserved.

The Value of Task Analysis

Ensures training is based on best practices

Can be used to immediately improve performance even before training is developed

The Next Step: Deriving Skills

Key steps and decisions Best process

* Only CEP identifies tasks and skills

Sample Skill Hierarchy

Receive Inbound Calls

Place Call on Hold

Create Conference Call

Discriminate between internal & external calls