Value of Using Multiple Analysis Methods Jody Porter HRD 845-441 November 30, 2008

Job Analysis Systematic examination of what people do, how they do it, and what results they achieve by doing it (Rothwell & Kazanas, 2004) Five steps to completing a job analysis: Identify the jobs to be analyzed Clarify the results desired from the analysis Prepare a plan for job analysis Implement the job analysis plan Analyze and use the results of the job analysis General form of work analysis Results resemble a task inventory that form the basis for a more detailed task analysis

Systematic examination of what people do, how they do it, and what results they achieve by doing it (Rothwell & Kazanas, 2004)

Five steps to completing a job analysis:

Identify the jobs to be analyzed

Clarify the results desired from the analysis

Prepare a plan for job analysis

Implement the job analysis plan

Analyze and use the results of the job analysis

General form of work analysis

Results resemble a task inventory that form the basis for a more detailed task analysis

Task Analysis Intensive examination of how people perform work activities (i.e., not just what but also how and why) (Rothwell & Kazanas, 2004) Five steps to completing a task analysis: Identify the tasks to be analyzed Clarify the results desired from the analysis Prepare a plan for task analysis Implement the task analysis plan Analyze and use the results of the task analysis Results in precise, extensive details about how a task is performed This level of detail is useful for writing performance objectives and performance measures

Intensive examination of how people perform work activities (i.e., not just what but also how and why) (Rothwell & Kazanas, 2004)

Five steps to completing a task analysis:

Identify the tasks to be analyzed

Clarify the results desired from the analysis

Prepare a plan for task analysis

Implement the task analysis plan

Analyze and use the results of the task analysis

Results in precise, extensive details about how a task is performed

This level of detail is useful for writing performance objectives and performance measures

Results Compared When creating a training program for the technical skills of a manufacturing facility: The general results of a job analysis (i.e., the task inventory) do not provide enough detail to prepare a full, effective training program The results of the job analysis should form the foundation of the task analysis that is needed The results of the task analysis provide precise information about how and why the task is performed. This level of detail is needed for training objectives and performance measures

When creating a training program for the technical skills of a manufacturing facility:

The general results of a job analysis (i.e., the task inventory) do not provide enough detail to prepare a full, effective training program

The results of the job analysis should form the foundation of the task analysis that is needed

The results of the task analysis provide precise information about how and why the task is performed. This level of detail is needed for training objectives and performance measures

Case Study—Cross-training program in Manufacturing Company As the Learning Specialist for my organization, I am responsible creating and implementing training programs Tasked with creating a training program that would cross-train our manufacturing operators on different jobs Initially conducted a job analysis and started training off that level of detail (ex., operator loads parts) After evaluation, found that level of detail was not enough. The jobs required highly-technical skills and processes, which the trainers had difficulty consistently training to without all the detail of the jobs. Conducted a task analysis and discovered the task-specific detail that was needed (ex., operator loads parts with the mill face against the fixture, securing the fixture plates to 700 psi)

As the Learning Specialist for my organization, I am responsible creating and implementing training programs

Tasked with creating a training program that would cross-train our manufacturing operators on different jobs

Initially conducted a job analysis and started training off that level of detail (ex., operator loads parts)

After evaluation, found that level of detail was not enough. The jobs required highly-technical skills and processes, which the trainers had difficulty consistently training to without all the detail of the jobs.

Conducted a task analysis and discovered the task-specific detail that was needed (ex., operator loads parts with the mill face against the fixture, securing the fixture plates to 700 psi)

Resistance and Benefits Any type of job analysis method can be time consuming and costly to an organization Instructional designers will feel pressure to “get moving” with training without taking all the time necessary for analysis It must be argued that the benefits of a thorough analysis outweigh any cost or time The potential negative affects in quality, customer satisfaction, and employee morale are too great of a risk to not do things right the first time. “Pay up front or pay later”

Any type of job analysis method can be time consuming and costly to an organization

Instructional designers will feel pressure to “get moving” with training without taking all the time necessary for analysis

It must be argued that the benefits of a thorough analysis outweigh any cost or time

The potential negative affects in quality, customer satisfaction, and employee morale are too great of a risk to not do things right the first time. “Pay up front or pay later”

Future Research The effects of combining different analysis techniques Validity and reliability of analysis techniques Studies on return on investment of analysis methods

The effects of combining different analysis techniques

Validity and reliability of analysis techniques

Studies on return on investment of analysis methods

Thank you.