January, 2001
Volume 40 / Number 1
Rapid
Analysis Model: Reducing Analysis Time Without Sacrificing Quality
by William W. Lee and Diana Owens
Performance technologists are under increasing pressure to skip or severely limit the analysis conducted on projects. Project teams oblige to meet customer needs or give in to the pressure of keeping customers happy. Whatever the reason, it is a big mistake. This article presents a rationale for conducting an abbreviated analysis via a rapid analysis model (RAM). When used by experienced analysts or under the direction of experienced analysts, RAM can reduce analysis time by two-thirds. RAM is mostly an anecdotal model that requires that an analyst possess active listening skills and a firm grasp of the various types of needs assessment and front-end analysis. The model includes questioning, followed by observation, given that actual performance may be quite different from its description. The model includes analysis at multiple levels to get a complete picture of the issues involved.
Nearly all performance technologists express their belief in the importance of analysis. Some may find it necessary to abdicate their judgment to an organization that has reduced or eliminated analysis, which places them in a reactionary mode. For those who find themselves in this position, or those who would like to streamline their analysis process, RAM provides an alternative to eliminating analysis.
Online
Instructional Delivery: Lessons from the Instructor’s Perspective
by K. Peter Kuchinke, PhD, Steven R. Aragon, PhD, and Kenneth Bartlett,
PhD
Developing and delivering online learning is an increasingly important aspect of human performance technology practice. To reap the full benefits of Internet-based instruction, however, it must be based on sound instructional design principles. This article reflects the experience of university instructors who designed and taught online graduate courses. Contrasting traditional classroom practices and online instruction, the authors focus on the preparation of students for learning online and the pedagogical and organizational measures that proved effective. The lessons learned include the need for thoroughly preparing students prior to the course, for meticulously adhering to instructional design and adult learning principles, and for measuring student achievement in innovative ways. The rigors of online design and instruction can also result in improvements in residential course delivery.
Performance
Consulting: Job Aids for Interacting With Clients
by Roger Chevalier
While there have been many recent models developed to describe the performance consulting process at the macro level, little has been written to describe the process of interacting one on one with clients. Two new performance aids help fill this void. The first, the Performance Consulting Guide, describes the performance consulting process as we prepare, assess, diagnose, prescribe, partner, reinforce, and follow up with our clients. The second, Spin Questions and the Performance Consulting Guide, focuses on the critical identification of the situation, problems, implications and need value of solutions as perceived by our clients. Comments from the participants of a recent International Society for Performance Improvement Human Performance Technology Institute Principles and Practices program attest to the face validity and usefulness of the performance aids.
The
Art and Science of Personnel Selection: Assessing "Goodness of Fit"
With
Organizational Culture
by John E. Burk, PhD and Thomas A. Birk, PhD
Personnel selection methods are often based on tests that assess applicants’ skills and knowledge. Analyzing how potential new hires might fit with an organizational culture is left to chance. Using a process that articulates and translates organizational culture into selection criteria helps determine the "goodness of fit" between applicants and organizations over and above skills and knowledge assessments. A culturally based personnel selection process can complement existing practices and add value by addressing cultural issues at the outset of the relationships between employees and organizations. An organizational culture focus may also contribute to employee retention, which is critical in today’s marketplace. Using organizational culture as part of personnel selection adds to the repertoire of skills that performance technologists can offer their internal or external clients.
Consolidating
Needs Assessment and Evaluation: Saving Time and Money
by Sharon J. Korth
Performance improvement consultants face two conflicting challenges: contribute to organizational goals and act quickly. A consolidated approach to needs assessment and evaluation can improve both effectiveness and efficiency. There is a special connection between the beginning and end of the human performance technology (HPT) process because these two phases connect directly to the primary mission of the organization. HPT practitioners can streamline the overall process by taking advantage of the parallels between needs assessment and evaluation. For example, data on current job behaviors collected in the needs assessment can be compared with data on new job behaviors collected later as part of the evaluation process. By keeping these parallels and future comparisons in mind while conducting the needs assessment, HPT practitioners can collect and format data so that it will be useful and comparable to evaluation data, thus saving time and money.
Help
Desk 101: Keeping Customers Happy While Managing Conflicting Expectations and
Performance Goals
by Donald J. Winiecki, EdD
The work of human agents in a call center system may be improved by providing data (for example, in the form of job aids) or knowledge. This article describes two important sets of knowledge, skills, and attitudes for guiding the performance of call center agents, grounded in descriptive and empirical research: first, getting the call off on the right foot, and second, paying attention to the caller’s motives while at the same time accommodating administrative and organizational requirements.
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