Needs Analysis 1106 Mil

8/2/2019 Needs Analysis 1106 Mil

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Conducting Best-Practice

Front-End Analysis

Presented by:

Paula Alsher

Vice-President, Client SolutionsNovember 8, 2006CEPWorkforcePerformance.com

770-458-4080


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2006, CEP Inc. All rights reserved.

Todays Agenda Front-end analysis in performance-

based organizations

Four major types of analysis Goal Analysis

Job Analysis (Job PerformanceProfiling)

Task Analysis (Best Practice Detailing)

Performance Analysis

The link between analysis andevaluation

How CEP can help


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Todays Agenda Front-end analysis in performance-

based organizations

Four major types of analysis Goal Analysis





How CEP can help


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What is a Performance-Based Approach?

The target is the ability toperform to explicitexpectations

Solutions are not limitedto training and arederived from analyticaldata

Success to the target canbe measured against

pre-defined outcomesand criteria

Measurement based onability to do, not just to

know


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Best Practice Analysis Differs FromTraditional Needs Analysis

JobRequirements

Solutions Measurement

TrainingOther

Solutions

Data

Best Practice:

Traditional:Assumptions

Training

BusinessGoals


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Why Conduct Analysis?

There is no way to decidewhat action to take untilyou know what you are

trying to accomplish.

If you dont know where

youre going, how will youknow when you get there?


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Why Conduct Analysis?

Without proper analysis, you cant get toperformance at thejob level

And you cant measure improvement.



The Vision, Goals, and Strategies MustConnect to Jobs

Vision

Goals/

Strategies

Processes

Technology

Jobs JobsJobsJobs Jobs



Todays Agenda

Front-end analysis in performance-based organizations

Four major types of analysis

Goal Analysis





How CEP can help



What is Goal Analysis?

PurposeTo take fuzzy goals and be able to describe interms of observable, measurable performance sothat 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 performancetargets measurable

To help determine iftraining is needed

To identify what kind oftraining will be useful

An intent is described infuzzy terms

The intent is important

When to use it

Goal analysis can be appliedat any point when:



Five Steps to Goal Analysis

1.Write down the goal2.List performances that

exemplify goalachievement as they relate

to the organization goalsand strategies and the job

3.Sort the list and eliminate

remaining fuzzies4.Describe performances in

complete sentences

5.Test for completeness



An Example

How would you know it if you saw it in yourunit, organization, leaders, or teammembers?



Exhibit Personal Leadership on aTeam

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 personalactions

Keep team members informed

Set the example for others



Link the Goal or Competency tothe Organization and to the Job



Goal Analysis Can End in DifferentDirections

1 2 3 4 5

other directions

thin air

performancesA

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



Goal Analysis





How CEP can help



We Define Job Performance ExpectationsThrough Job Performance Profiling

PurposeTo define what performers need to doat the joblevel and how well they need to do itto meetexpectations

What is competent performance?

DefineExpectations

IdentifyJob Tasks

Identify performancestandards for each task

Identify importance,difficulty, frequency of

each task



Job Task Defined

A jobis a collection of tasks.

A taskis a series of steps leading to a

meaningful outcome/accomplishment.

A step is oneof the actions that need to be

taken to accomplish the outcome.



Job Task Defined

A jobis a collection of tasks. Infantryman

A taskis a series of steps leading to a

meaningful outcome. Navigate using a map and compass

A step is oneof the actions that need to be

taken to accomplish the outcome. Identify topographic symbols on a militarymap



Job Tasks Can Be Technical or Managerial

Technical Tasks Managerial/Leader Tasks Secure deployment

package for airdrop

Operate a machine gun

Clean up a hazardouschemical spill

Conduct areconnaissance

Clean a personalprotective mask

Secure flight line sector

Conduct a performancereview

Conduct a staff meeting

Give employee feedbackon 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 todo? 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



How We Conduct Job PerformanceProfiling

Meet with leadership to definethe expectations for the job,including linkages to mission,goals, and strategies

Interview subject matterexperts, including supervisorsand star performers

Document and test foraccuracy


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Example

Project: SBS

Job: SBS

Accomplishment/Duty: Processor

Data Gathering Methods: Interview &Observation

Source(s) of Information: Frontline Supervisor,Senior Supervisor, Distribution Rep 4, DistributionCenter Rep 4, Processor, SJTs, supportdocuments

Date(s) Information Collected: April 8, 2005

Tasks Cues Outcomes Criteria for Success ofTask TaskDocumentedYes/No

I D F

Prepare forProcessing

Shift isbeginning

Processor

is returningfrom lunchor break

Bench isprepared

Processor

is loggedonto CRT

Bench is adjusted correctly

Supplies are replenishedaccording to Supply List

All required equipment is on

Water in tape machine ismore than 1/3 full

Correct user ID andpasswords are entered inCRT

CRT is ready to scanworksheet

Yes 3 2 1


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Todays Agenda



Goal Analysis





How CEP can help


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What is Task Analysis?

Documents the steps and decisions performersshould 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 putimmediately into Performance Guide format


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Example

3 Determine if special project must be forwarded to HIGHER command level for approval/authorization and or funding

If Special Project is: And Local Funds are: Then:

Within CO approval authority:

Construction under $100,000

Repairs/Maintenance under $200,000

Available

NOT Available

No need to forward

Forward for funding

Outside CO approval authority:

Construction between $100,000 and$200,000

Repairs/Maintenance over $200,000

Available

NOT available

Forward for approval

Forward for funding and approval

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.

Process Special Project Documentation for Construction and Repair (extract-Navy Mgr. Handbook)


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The Value of Task Analysis

Ensures training is basedon best practices

Provides consistency

Increases productivity Improves efficiency

Reduces waste

Can be used toimmediately improveperformance even before

training is developed


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The Next Step: Deriving Skills

Once you have detailed the best practices throughtask analysis, you can identify skills required tocomplete the task.

* Only CEP identifies tasks and skills

Document Depicts Outcome

Task Flow Chart Key steps and decisions Best process

Skill Hierarchy The relationshipbetween skills needed

to perform a task

Best learning sequence


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Sample Skill Hierarchy

ReceiveInbound

Calls

Transfer aCall

Place Callon Hold

CreateConference

Call

Operate the Phone SystemReceive Calls

Locate &operateTransferbutton

Locate & operate thehold, in calls, ext,release & transfer

keys

Discriminatebetween long& short wait

Locate &operate thehold, in calls& ext. keys

Discriminatebetweeninternal &

external calls

Distinguishbetween warm &

cold transfers

Recall functions ofother companydepartments &

individuals

Locate &Operate

Mute button

Performance-Based USAF Family Readiness


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Day 1 Day 2 Day 3 Day 4

Family Readiness: AnHistorical Perspective

The Making ofthe FamilyReadiness

NCO Position

Job Duties andResponsibilities

Day 5

Crisis Response toInclude Casualties

Review Base and FSCContingency Plans

All Exercises Conducted Under a Pre-or War-Time Scenario Involving Eagle Point AFB Simulation

AAR Briefings andLessons LearnedAssessment

AAR Briefings andLessons Learned

Individual ApplicationPlanning andDiscussions

AAR Briefings and

Lessons Learned

FamilySeparations Dueto Deployments

Family Readiness: ATeam Concept

Evacuation Planningand Response

EvacuationResponse Exercise

Tactical Dinner Conduct ContingencyPlanning AAR

Conduct CrisisResponse AAR

Conduct EvacuationPlanning AAR

Training Supports: Job Aids War-time

scenario Eagle Point AFB

simulation Eagle News

Network real-time newsbroadcasts

Controllers Base leadership

involvement

Self-Paced Individual

Work

Practical application

with integrated Practiceand Skill Checks

Facilitator-led

discussions

Readiness Teammeetings and

discussions

Small group

presentations

Pre-work

Performance-Based USAF Family ReadinessNCO Qualification Training Course MapExample

Morning

Afternoon

Loss and Grief

Contingency &DeploymentsPlanning and

Execution ExerciseCrisis Response

Exercise

Crisis Response toInclude CasualtiesEvaluations and

Graduation

Outside Class-Readiness Team Meetings, Discussions, and After -Action Reviews


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Todays Agenda



Goal Analysis





How CEP can help


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Why Conduct Performance Analysis

Now that weve defined and describedcompetent performance

Why arent performers able to do what weneed them to do?

Performance Analysis is the tool of choice.


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Performance Analysis is Crucial

If other people areasking for training, youmust do Performance

Analysis to determine: Whats causing the

problem?

Is it a problem thattraining will fix?

Are there lessexpensive remedies?

Different Obstacles Call for Different


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Different Obstacles Call for DifferentSolutions

Will

Skills

Hills

Obstacle:

Gaps in RequiredSkills

Solution:

Performance-BasedInstruction

Obstacle:

Lack ofMotivation

Solution:

RearrangeConsequences

Obstacle:

OperationalSupport

Solution:

Remove orWork Around

Optimal

Performance


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Overview of the Process

Three Main Steps:

1. Define the problem

2. Analyze the causes ofthe problem

3. Identify & implement

effective solutions

Training Is Only a Solution to Closing


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Training Is Only a Solution to ClosingSkill Gaps

Could people do it right iftheir lives depended onit?

Do they do it correctlynow and then?

Have they everdone itright?


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Eliminating Skill Gaps

Performance Aids

Full-Blown Training

On the Job Training

Coaching/Mentoring

Most Performance Problems Cant Be


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Most Performance Problems Can t BeSolved Just By Training

There are almost alwaysmotivational obstacles

Positive performance is

punishing

Negative performance isrewarding

There are no consequencesat all


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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


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Operational/Environmental Obstacles Can AlsoPrevent Performance

Not enough time orresources

Existing rules/policies

Lack of authority

Lack of information

Lack of adequatespace


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Removing Environmental/Operational Obstacles

Reduce

Remove

Work around


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Todays Agenda



Goal Analysis





How CEP can help

Analysis Links Directly to Measurement an


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Analysis Links Directly to Measurement anEvaluation

Job Analysis leads to JobPerformanceProfile Performance

ShouldsTask

Analysis

leads to Best Practice

Detailing

Performance Analysis identifies causes for gaps

Measure Against the Pre-Specified


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Measure Against the Pre SpecifiedPerformance Criteria

Measurement tells whether

1. People are performing as desired

2. Performance changed

3. Your intervention(s) worked

Analysis MeasurementSolutions

Use Analysis as Basis for Performance


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Use Analysis as Basis for PerformanceManagement

Analysis Deliverables Job Performance

Profile

Best practice detail

Obstacles toperforming tostandards

Problem costs

Data Used To: Coach and monitor

performance

Evaluate performance

Identify highperformers

Baseline for ROI for

prioritization andmeasurement


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Measuring the Return

Goals MetricsImproved productivity

Increased tactical success

Improved maintenance posture

Increased readiness postureMore accurate intelligencereporting

Increased operations tempo

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


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In Summary

Analysis enables us to: Guarantee results

Use training only when training will work

Apply other less expensive solutions whenappropriate

Manage performance more effectively

Measure results


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Todays Agenda

Front-end analysis in performance-

based organizations


Goal Analysis





How CEP can help


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Who We Are

Own the Workforce Performance ImprovementNiche

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


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Criterion-Referenced Instruction


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Criterion Referenced InstructionGuarantees Results

The Benefits of Criterion-Referenced


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Eliminating the Learning Curve

The Benefits of Criterion ReferencedInstruction

CEP has Supported Many Organizations in


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CEP has Supported Many Organizations inMoving to Performance-Based


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Next Steps

To request details about the informationpresented today, please fill out the surveyafter the Webinar

To discuss your specific challenges andneeds, call us at 770-458-4080

Q i


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Questions


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Center for Effective Performance 1100 Johnson Ferry Rd, Ste 150 Atlanta, Georgia 30342

CEP

www.cepworkforceperformance.com770-458-4080

WORKFORCE PERFORMANCE. WE WROTE THE BOOK

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