Conducting Best-Practice Front-End Analysis · Work Practical application with integrated Practice and Skill Checks Facilitator-led discussions Readiness Team meetings and discussions

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



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




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)




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




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




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




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




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

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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

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