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- Train4Business - Multimedia Learning Design -Solving Human Performance Issues

On these pages, you'll find some information about performance problems and training needs analysis. This is a large topic & we can only cover limited aspects in the space available. However, we're always happy to give specific advice - please contact us via the button on the left.

McGehee and Thayer (1961) said: “Many training efforts are begun without any reason, continued with no purpose, and end with no results.”

In recent years, issues such as return on investment & the tie-in to business objectives have become real drivers within training departments and training organisations. Whilst the intangible benefits of (some) training can be difficult to measure, it's crucial that training addresses an objective business need - and not the whim of the sponsor or trainer.

In fact, many human performance issues (HPI) are NOT likely to be solved by training at all. The (simplified) model below shows the most effective way of dealing with HPI and you'll notice that only three of the many possible outcomes mention training. (Derived from Mager & Pipe (1970) model)

Even in the three cases where training is indicated, it's important to consider how the problem is derived from the business objectives. What is the business going to gain by solving this issue?

In short, if the likely business gain - tangible or intangible - is not significant, it's probably not worth doing anything about it. Where a gain is possible, it needs stating objectively. In part, this is to ensure that the training is focused and, in part, to ensure that any gain can be assessed by compairing 'before' and 'after' measures.

The principles behind the model above - really nothing more than a decision tree or flowchart - can also be utilsed in looking at parts of the training needs analysis. Before that, here's a brief introduction to one of the most commonly used approaches.

Almost half a century ago, McGehee & Thayer suggested a detailed plan to address training needs analysis. Unfortunately, it's often been targetted only at the individual rather than the three levels that the writers originally recommended. Others, such as Ostroff and Ford (1989), have tried to expand on the model, with particular emphasis on the organisational aspects & integration between the different levels. Whilst their approach has gained in popularity in some circles, the principles laid down by McGehee & Thayer in 1961 hold good today.

The three levels of analysis suggested by McGeHee & Thayer

Organisation level

This starts with an examination of the business objectives, the current skill pool, the organisational climate & any existing measures of effectiveness.

Job level

This level looks at particular jobs or job families & tries to delineate the knowledge, skills & attitudes needed to meet the required standards of performance.

Individual level

This is concerned with how well a particular employee is carrying out the tasks necessary for successful performance.

The Organisation

At the organisational level, McGeHee & Thayer suggest a number of sources of information to aid the analysis of needs:

• Business Goals & Objectives & Five year plan
• Manpower & succession plans
• Skills pool inventory for whole organisation
• Turnover, Absentee rates, Grevances, Attitude surveys, Labour costs, Quality indices, Waste, Down-time, Customer complaints

These can yield valuable information about recruitment & selection needs as well as indicating possible areas for improvement where training may be indicated.

The Job Level

Here, it is necessary to uncover what tasks need to be performed in order to do the job and how they should be performed. The writers suggest several approaches to gathering the information:

• Job descriptions & specifications
• Objectives
• Targets
• Observation & work sampling
• Performance Appraisals
• Questionnaire approaches (commonly to job holder & supervisor)

Questionnaire approaches can take many forms. One method, uses the information gained from the other data sources to build questions about individual tasks within a job.. The (simplified) example below shows how the extent of training required can be derived from this type of analysis.

The Individual level

At this level the aim is to assess actual performance against that required for the job. McGehee & Thayer suggest a range of data sources:

Performance Appraisals

Observation, sampling or testing of knowledge & skills

Interviews & Questionnaires

Role play, case study or business games in 'development centre' style workshops

As was mentioned above, needs analyses have often been too focused on the individual level.

Ideally, the process should include all three levels and it makes sense to do them in order, starting with an organisational analysis.

The model below, (which is adapted from Vintor, Clark & Seybolt (1983)) offers one approach to this that ties up with the human performance model at the top of this page.

By working through from an organisational analysis to the individual level, any training that is suggested by the process is more likely to serve the business needs. Whilst we're very much in favour of encouraging individual development, most business training should be focused on improving business performance.

E-learning & Multimedia Training FOR Business

T4B- Who are we? People with experience of actually working in industry - not just telling others how to do it! People with a pragmatic approach to learning - Results matter! People with broad development & software solution knowledge - We use methodology that works best - One size does not fit all! People with 20 years experience of teaching adult learners from the shopfloor to post graduates People dedicated to leveraging CBT, Multimedia and Video Production technology at the service of the learner - Training needs to add value