Effective Training: Strategies, Systems and Practices, 2nd Edition

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Effective Training Strategies, Systems and
Practices, 2nd Edition

• Chapter Four
• P. Nick Blanchard and James W. Thacker

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Analysis Phase
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Model of Process When Performance Discrepancy Is
Identified Part 1 of 2
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Model of Process When Performance Discrepancy Is
Identified Part 2 of 2
Performance discrepancy is worth fixing AND is
due to a KSA deficiency
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Data Sources for Organizational Analysis Part 1
of 3
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Data Sources for Organizational Analysis Part 2
of 3
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Data Sources for Organizational Analysis Part 3
of 3
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What Do You Ask and Of Who Part 1 of 3
What to Ask About Who to Ask
Mission Goals and Objectives What are the goals
and objectives of the organization How much
money has been allocated to any new
initiatives Is there general understanding of
these objectives
Top management Relevant department managers,
supervisors and incumbents
Social Influences What is the general feeling in
the organization regarding meeting goals and
objectives What is the social pressure in your
department regarding these goals and objectives
productivity
Top management Relevant department managers,
supervisors and incumbents
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What Do You Ask and Of Who Part 2 of 3
What to Ask About Who to Ask
Reward Systems What are the rewards and how are
they distributed? Are there incentives, are
they tied to the goals and objectives? What
specifically do high performers get as rewards?
Top management Relevant department managers,
supervisors and incumbents
Job Design How are the jobs organized? Where does
their work/material/ information come from, where
does it go when done? Does the design of the job
inhibit workers from being high performers?
Relevant supervisors and incumbents, perhaps
relevant department managers
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What Do You Ask and Of Who Part 3 of 3
What to Ask About Who to Ask
Job Performance How do employees know what level
of performance is acceptable? How do they find
out if their level of performance is
acceptable? Is there a formal feedback
process? Are there opportunities for help if
required?
Relevant supervisors and incumbents
Methods and Practices What are the policies/
procedures/rules in the organization. Which if
any inhibit performance
Relevant department managers supervisors and
incumbents
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Data Sources For Operational Analysis Part 1 of
3
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Data Sources For Operational Analysis Part 2 of
3
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Data Sources For Operational Analysis Part 3 of
3
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Example of Worker Oriented Approach Information
Input
1.____ Far visual differentiation (seeing
differences in the details of the objects,
events or features beyond arm's reach for
example, operating a vehicle, landscaping,
sports officiating, etc.)
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Worker Oriented Approach Information Input
Part 2 of 2
Code Importance to This Job (1) N Does not
apply 1 Very minor 2 Low 3 Average 4
High 5. Extreme
2.____ Depth perception (judging the distance
from the observer to objects, or the distances
between objects as they are positioned in space,
as in operating a crane, operating a dentist's
drill, handling and positioning objects, etc.).
3.____ Color perception (differentiating or
identifying objects, materials, or
details thereof on the basis of color).
4.____ Sound pattern recognition (recognizing
different patterns, or sequences of sounds for
example, those involved in Morse code,
heartbeats, engines not functioning correctly,
etc.)
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Applying the Job-Duty-Task Method of Job Analysis
to the Job of HRD Professional
 Job Title ___________________ Specific duty
_______________
HRD Professional
Task Analysis
 Tasks Subtasks Knowledge and Skills
Required _________________ ______________________
__________________________
1. List Tasks 1. Observe behavior List four
characteristics of behavior Classify
behavior 2. Select verb Have knowledge of
action verbs Have grammatical skills 3.
Record behavior State so understood by
others Record neatly
2. List subtasks 1. Observe behavior List all
remaining acts Classify behavior 2. Select
verb State correctly Have grammatical
skill   3. Record behavior Record so it is neat
and understood by others
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A Comparison of the Outcomes for Worker- and
Task-Oriented Approaches to Job Analysis
Job Task-Oriented Worker-Oriented
Approach Approach _________________________
_____________________________________
Garage attendant Checks tire Pressure Obtains
information from visual displays
Machinist Checks thickness of Use of a
measuring crankshaft device
Dentist Drills out decay from Use of precision
teeth instruments
Forklift Driver Loads pallets of High level of
eye-hand washers onto trucks coordination
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Data Sources for Person Analysis Part 1 of 5
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Data Sources for Person Analysis Part 2 of 5
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Data Sources for Person Analysis Part 3 of 5
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Data Sources for Person Analysis Part 4 of 5
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Data Sources for Person Analysis Part 5 of 5
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Work Planning and Review at Corning
Applying quality principles

• Sets high standards for self and others puts a
  great deal of emphasis on error-free work

• Developed written requirements for all suppliers
  on the Stafford project and encouraged others to
  do the same.

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Likelihood of Deficiency Being a Training Issue
Unsure
High Low
Low
Consensus
Unsure
High
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A Comparison Reliability and Validity
Not reliable or valid
Reliable but not valid
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Diagram Illustrating the Criterion (Constructs)
of Deficiency, Relevance, and Contamination