conducting best-practice front-end analysis · work practical application with integrated practice...
TRANSCRIPT
Conducting Best-PracticeFront-End Analysis
Conducting Best-PracticeFront-End Analysis
Today’s AgendaFront-end analysis in performance-based organizationsFour major types of analysis– Goal Analysis– Job Analysis (Job Performance
Profiling)– Task Analysis (Best Practice Detailing)– Performance Analysis
The link between analysis and evaluation
Today’s AgendaFront-end analysis in performance-based organizationsFour major types of analysis– Goal Analysis– Job Analysis (Job Performance
Profiling)– Task Analysis (Best Practice Detailing)– Performance Analysis
The link between analysis and evaluationHow CEP can help
What is a Performance-Based Approach?The target is the ability to perform to explicit expectationsSolutions are not limited to training and are derived from analytical dataSuccess to the target can be measured against pre-defined outcomes and criteriaMeasurement based on ability “to do,” not just to know
Best Practice Analysis Differs From Traditional Needs Analysis
Job Requirements Solutions Measurement
Training Other Solutions
Data
Best Practice:
Traditional:Assumptions
Training
Business Goals
Why Conduct Analysis?There is no way to decide what action to take until you know what you are trying to accomplish.
If you don’t know where you’re going, how will you know when you get there?
Why Conduct Analysis?Without proper analysis, you can’t get to performance at the job level…
…And you can’t measure improvement.
The Vision, Goals, and Strategies Must Connect to Jobs
Vision
Goals/ Strategies
ProcessesTechnology
Jobs JobsJobsJobs Jobs
Today’s AgendaFront-end analysis in performance-based organizationsFour major types of analysis– Goal Analysis– Job Analysis (Job Performance
Profiling)– Task Analysis (Best Practice Detailing)– Performance Analysis
The link between analysis and evaluationHow CEP can help
What is Goal Analysis?PurposeTo 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 CompetenciesWork Thru OthersInterpersonal AwarenessStandards of ExcellenceUse of Influencing StrategiesOrganization CommitmentSelf-ConfidenceInitiativeConceptual Thinking
Why Conduct a Goal Analysis?To make performance targets measurableTo help determine if training is neededTo identify what kind of training will be useful
An intent is described in fuzzy termsThe intent is important
When to use itGoal analysis can be applied at any point when:
Five Steps to Goal Analysis1.Write down the goal2.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 workImprove own knowledge and skills to be technically and tactically proficientOwn up to own mistakesComplete tasks without being told to do soDeliver what is promised on time and on taskGuard personal and confidential informationSeek responsibility and take responsibility for personal actionsKeep team members informedSet the example for others
Link the Goal or Competency to the Organization and to the Job
Goal Analysis Can End in Different Directions
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)
Today’s AgendaFront-end analysis in performance-based organizationsFour major types of analysis– Goal Analysis– Job Analysis (Job Performance
Profiling)– Task Analysis (Best Practice Detailing)– Performance Analysis
The link between analysis and evaluationHow CEP can help
We Define Job Performance Expectations Through Job Performance Profiling
PurposeTo define what performers need to do at the job level and how well they need to do it to meet expectations
What is competent performance?
Define Expectations
Identify Job Tasks
Identify performance standards for each task
Identify importance, difficulty, frequency of
each task
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 compassA 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 “Managerial/Leader” Tasks
Secure deployment package for airdropOperate a machine gunClean up a hazardous chemical spillConduct a reconnaissanceClean a personal protective maskSecure flight line sector
Conduct a performance reviewConduct a staff meetingGive employee feedback on performanceCreate an annual budgetPrepare an operations orderReview readiness plansConduct 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 explicitCan be used immediately as a performance management toolCan be used to gain consensus of key stakeholdersHelps prioritize training needs
How We Conduct Job Performance ProfilingMeet 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
ExampleProject: SBSJob: SBSAccomplishment/Duty: Processor
Data Gathering Methods: Interview & ObservationSource(s) of Information: Frontline Supervisor, Senior Supervisor, Distribution Rep 4, Distribution Center Rep 4, Processor, SJTs, support documentsDate(s) Information Collected: April 8, 2005
Tasks Cues Outcomes Criteria for Success of Task
Task Documented
Yes/No
I D F
Prepare for Processing
Shift is beginning
Processor is returning from lunch or break
Bench is prepared
Processor is logged onto CRT
Bench is adjusted correctlySupplies are replenished according to Supply ListAll required equipment is onWater in tape machine is more than 1/3 fullCorrect user ID and passwords are entered in CRTCRT is ready to scan worksheet
Yes 3 2 1
Today’s AgendaFront-end analysis in performance-based organizationsFour major types of analysis– Goal Analysis– Job Analysis (Job Performance
Profiling)– Task Analysis (Best Practice Detailing)– Performance Analysis
The link between analysis and evaluationHow CEP can help
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
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)
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.
* Only CEP identifies tasks and skills
Document Depicts OutcomeTask Flow Chart Key steps and decisions Best process
Skill Hierarchy The relationship between skills needed to perform a task
Best learning sequence
Sample Skill Hierarchy
Receive Inbound
Calls
Transfer a Call
Place Call on Hold
Create Conference
Call
Operate the Phone System –Receive Calls
Locate & operate Transfer button
Locate & operate the hold, in calls, ext, release & transfer
keys
Discriminate between long & short wait
Locate & operate the hold, in calls & ext. keys
Discriminate between internal &
external calls
Distinguish between warm &
cold transfers
Recall functions of other company departments &
individuals
Locate & Operate
Mute button
Day 1 Day 2 Day 3 Day 4
Family Readiness: An Historical Perspective
The Making of the Family Readiness
NCO Position
Job Duties and Responsibilities
Day 5
Crisis Response to Include Casualties
Review Base and FSC Contingency Plans
All Exercises Conducted Under a Pre-or War-Time Scenario Involving Eagle Point AFB Simulation
AAR Briefings and Lessons LearnedAssessment
AAR Briefings and Lessons Learned
Individual Application Planning and Discussions
AAR Briefings and Lessons Learned
Family Separations Due to Deployments
Family Readiness: A Team Concept
Evacuation Planning and Response
Evacuation Response Exercise
Tactical Dinner Conduct Contingency Planning AAR
Conduct Crisis Response AAR
Conduct Evacuation Planning AAR
Training Supports:• Job Aids• War-time
scenario• Eagle Point AFB
simulation• Eagle News
Network real-time 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
Performance-Based USAF Family Readiness NCO Qualification Training “Course Map”Example
Morning
Afternoon
Loss and Grief
Contingency & Deployments Planning and
Execution ExerciseCrisis Response
Exercise
Crisis Response to Include CasualtiesEvaluations and
Graduation
Outside Class-Readiness Team Meetings, Discussions, and After-Action Reviews
Today’s AgendaFront-end analysis in performance-based organizationsFour major types of analysis– Goal Analysis– Job Analysis (Job Performance
Profiling)– Task Analysis (Best Practice Detailing)– Performance Analysis
The link between analysis and evaluationHow CEP can help
Why Conduct Performance Analysis
Now that we’ve defined and described competent performance…
Why aren’t 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:– What’s causing the
problem?– Is it a problem that
training will fix?– Are there less
expensive remedies?
Different Obstacles Call for Different Solutions
“Will”
“Skills”
“Hills”
Obstacle:Gaps in Required Skills
Solution:Performance-Based Instruction
Obstacle:Lack of Motivation
Solution:Rearrange Consequences
Obstacle:Operational Support
Solution:Remove or Work Around Optimal
Performance
Overview of the ProcessThree Main Steps:
1. Define the problem
2. Analyze the causes of the problem
3. Identify & implement effective solutions
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 Can’t 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” BarriersPositive 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
Today’s AgendaFront-end analysis in performance-based organizationsFour major types of analysis– Goal Analysis– Job Analysis (Job Performance
Profiling)– Task Analysis (Best Practice Detailing)– Performance Analysis
The link between analysis and evaluationHow CEP can help
Analysis Links Directly to Measurement andEvaluation
Job Analysis leads to Job Performance Profile
Task Analysis
leads to Best PracticeDetailing
Performance Analysis identifies causes for gaps
Performance “Shoulds”
Measure Against the Pre-Specified Performance 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 Management
Analysis DeliverablesJob Performance ProfileBest practice detailObstacles to performing to standardsProblem costs
Data Used To:Coach and monitor performanceEvaluate performanceIdentify high performersBaseline for ROI for prioritization and measurement
DAR2
Slide 47
DAR2 The military folks in the field don't do this for succession planning and recruiting. That is done at a much higher level in the organization. Dan Raymond, 11/6/2006
Measuring the Return
Goals MetricsImproved productivityIncreased tactical successImproved maintenance postureIncreased readiness postureMore accurate intelligence reportingIncreased operations tempo
Cycle timesProduction costsOn-time deliveryLost work ordersWaste and reworkCustomer satisfaction rateRounds on targetSortie rateROV recovery rateMachine set up timeMaintenance and repair costsMean 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
Today’s AgendaFront-end analysis in performance-based organizationsFour major types of analysis– Goal Analysis– Job Analysis (Job Performance
Profiling)– Task Analysis (Best Practice Detailing)– Performance Analysis
The link between analysis and evaluationHow CEP can help
A Twenty Year Old Workforce Performance Improvement Consultancy
The Center for Effective PerformanceFounded: 1985100 ConsultantsServices/Products:
– WPI Solutions– Workshops– Publications
80% of our clients are in the Fortune 500GSA contractorWork with Army, Navy, USMC, Air Force, USCG, DoD, Dept of State, Homeland Security, USMS75% of our clients are repeat customers
D
Slide 51
DAR3 This information is REALLY important for them to know. Dan Raymond, 11/6/2006
Who We AreOwn 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 company’s 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 Mager’s workshops
Leaders in the Performance Improvement Space
Put Simply…It’s leveraging all the profit out of one of your organization’s largest investments, your people
Focusing where workforce improvement can potentially add the most direct value to the bottom-line – 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
Criterion-Referenced Instruction Guarantees Results
Eliminating the Learning Curve
The Benefits of Criterion-Referenced Instruction
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
Center for Effective Performance 1100 Johnson Ferry Rd, Ste 150 Atlanta, Georgia 30342 www.cepworldwide.com 770-458-4080
CEPCEPwww.cepworkforceperformance.comwww.cepworkforceperformance.com
770770--458458--40804080WORKFORCE PERFORMANCE…. WE WROTE THE BOOK