Effective Training: Systems, Strategies and Practices, 4 th Edition

1. Effective Training: Systems, Strategies and Practices, 4th Edition Chapter Four P. Nick Blanchard and James W. Thacker MGMT 453 is So Much Fun!

2. Input Output Process Organizational Analysis Objectives Resources Environment Training Needs Operational Identify Performance Discrepancy (PD) PD = EP < AP And Causes of PD Analysis Expected Performance (EP) Non Person Analysis Training Actual Needs Performance (AP) TRIGGER Actual Organizational Performance (AOP) < Expected Organizational Performance (EOP) Page 95: Analysis Phase MGMT 453 is So Much Fun!

3. Performance Discrepancy YES Is it worth fixing? YES Reward/ Punishment Incongruence KSA Deficiency Inadequate Obstacles in Feedback the System YES YES YES YES Choose Appropriate Remedy Provide Proper Feedback Remove Obstacles Change Contingencies Page 100: Model of Process When Performance Discrepancy Is Identified MGMT 453 is So Much Fun!

4. Choose Change Provide Remove Appropriate Contingencies Proper Obstacles Remedy Feedback Job Aid Training Practice Change the Job Transfer or Terminate Model of Process When Performance Discrepancy Is Identified – Part 2 of 2 Performance discrepancy is worth fixing AND is due to a KSA deficiency MGMT 453 is So Much Fun!

5. Page 101: Where, oh where do I find data for locating gaps in performance? MGMT 453 is So Much Fun!

6. Recommended Data Sources for Locating Gaps in Performance Part 2 of 4 MGMT 453 is So Much Fun!

7. Recommended Data Sources for Locating Gaps in Performance Part 3 of 4 MGMT 453 is So Much Fun!

8. Recommended Data Sources for Locating Gaps in Performance Part 4 of 4 MGMT 453 is So Much Fun!

9. Page 107: What Do You Ask and Of Who What to Ask AboutWho 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 and regarding productivity Top management Relevant department managers, supervisors and incumbents MGMT 453 is So Much Fun!

10. What Do You Ask and Of Who Part 2 of 3 What to Ask AboutWho 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 MGMT 453 is So Much Fun!

11. What Do You Ask and Of Who Part 3 of 3 What to Ask AboutWho 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 MGMT 453 is So Much Fun!

12. Data Sources For Operational Analysis – Part 1 of 2 MGMT 453 is So Much Fun!

13. Data Sources For Operational Analysis – Part 2 of 2 MGMT 453 is So Much Fun!

14. Note on Rating “Importance to This Job”:  Rate each of the items in the questionnaire using the "Importance to This Job (1)" scale. Each item is to be rated on how important the activity described is to the completion of the job. Consider such factors as amount of time spent, the possible influence on overall job performance if the worker does not properly perform this activity, etc. Code Importance to This Job (1) N Does not apply 1 Very minor 2 Low 3 Average 4 High 5 Extreme Worker Oriented Approach: Information Input-Part 1 of 2 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.) MGMT 453 is So Much Fun!

15. 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.) 5.____ Sound differentiation (recognizing differences or changes in sounds in their loudness, pitch, and/or tone quality MGMT 453 is So Much Fun!

16. Form for Recording Task Analysis Results Using the Job-Duty-Task Method of Job Analysis Job Title: Specific Duty: Tasks Subtasks Knowledge and Skills Required 1. 1. 2. 3. 2. 1. 2. 3. 3. 1. 2. You will find the above on page 111: It’s a generic form; you can modify it as you wish . MGMT 453 is So Much Fun!

17. Example of Task Analysis Results form-Part 1 of 2  Job Title: ___________________ Specific duty: _____________ HRD Professional Task Analysis Knowledge and Skills Tasks Subtasks Required _________________ ______________________ __________________________ • 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 MGMT 453 is So Much Fun!

18. Example of Task Analysis Results Form -Part 2 of 2 Job Title: _HRD Professional______ Specific duty: __Task Analysis______ Knowledge and Skills TasksSubtasks Required 3. List Knowledge1. State what must beClassifyall information known 2. Determine complexityDetermine whether skills represent a series of skill of acts that must be learned in a sequence MGMT 453 is So Much Fun!

19. A Comparison of the Outcomes for Worker- and Task-Oriented Approaches to Job Analysis Task-Oriented Worker-Oriented JobApproach 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 MGMT 453 is So Much Fun!

20. Page 121: Data Sources for Person Analysis MGMT 453 is So Much Fun!

21. Data Sources for Person Analysis Part 2 of 5 3. Observation – Work Sampling More subjective technique but This is done effectively provides both employee in some situations, such behavior and results of as customer service, the behavior. where employees know that the telephone calls employees answer from customers can be monitored 4. Interviews/ Questionnaires Only individual knows what Need to be sure employee he believes he (she) needs believes it is in her best to learn. interest to be honest; otherwise, she may not be forthcoming as you would like MGMT 453 is So Much Fun!

22. Data Sources for Person Analysis Part 3 of 5 MGMT 453 is So Much Fun!

23. Data Sources for Person Analysis Part 4 of 5 MGMT 453 is So Much Fun!

24. Data Sources for Person Analysis Part 5 of 5 MGMT 453 is So Much Fun!