Learning Needs Analysis. Customer Complaints. The Strategic Learning Cycle. Dr John P. Wilson. UCISA Conference 5 July 2006

Transcription

1 Learning Needs Analysis Dr John P. Wilson UCISA Conference 5 July 2006 Customer Complaints Telephone complaints begin increasing at a growing technology company. The callers complain about: Long waits before the call is answered. Lack of courtesy shown by the operator. Lack of information about the company. What do you do about the situation? The Strategic Learning Cycle Organisational vision, mission and objectives Evaluate Gap analysis Implement learning interventions Learning needs analysis Design learning strategy Other organisational needs

2 Gap Analysis Performance Present Position Future Position Performance Gap Time Levels of Performance Level 1: Implementing doing things well. Level 2: Improving doing things better. Level 3: Innovating doing new and better things. Boydell and Leary (1996) Three Levels of Performance Innovating Improving Implementing Boydell and Leary (1996)

3 Performance and Intervention % of benefit that can be achieved by training and instruction alone % of benefit that will come from changes in other related systems. 0 Implementing Improving Innovating 100 Boydell and Leary (1996) Information About Current Performance Productivity Output in units per hour / day / week / per employee / per square metre / return on investment etc. Time to carry out a task; provide a service. Machine down-time. Quality Length of waiting lists. Customer waiting time. Percentage of defects in production or service. Number of complaints. Scrap / wastage Information About Current Performance Financial / Commercial Turnover. Profit. Cost per unit of production. Cost per customer served. Return on investment. Share price. Market share. Environment Waste discharge and pollution levels. Miles travelled Noise levels etc

4 Information about Current Performance Staff turnover Sickness and absenteeism Accident rate Level of qualifications Diversity levels Length of service What data do you use in your organisation to assess performance? What data sources don t you use? Why? What other sources of data might be used to assess performance? Feedback as a Source of Information Feedback to Individuals: appraisal, competency frameworks, 360% feedback. Feedback to Groups: customer mapping, functional audit, role negotiation. Feedback to Organisations: benchmarking, customer surveys, environmental audit.

5 Future Changes Changes in: Political Economic Social Technological Legal Environmental Future Changes Changes in: Political Economic Social Technological Legal Environmental Impact of Feedback on Lower Self Information Source Positive Feedback Negative Feedback Leads to Complacency and lack of action Leads to anger, denial, hostility and resentment No learning or development occurs

6 Impact of Feedback on Higher Self Information Source Positive Feedback Negative Feedback Leads to reinforcement of strengths and their development Leads to acknowledgement and action to resolve issues Learning and development occurs Root Cause Analysis 5 Whys Toyota developed the 5 whys approach to identifying the root cause of a problem e.g. Problem: My car broke down. Why It ran out of petrol. Why? It wasn t filled up. Why? I don t know when the tank is empty. Why? The emergency fuel light doesn t work. Why? The bulb is broken. Political Influences Opening Pandora s Box. Identify Stakeholders Raising expectations Who decides what is a priority?

7 Planning ahead Setting goals Analysing data Interpreting Summarising Supporting Listening Showing empathy The Skills Star Cluster Process Content Skills Relationship skills Skills Confronting Challenging Being assertive Reviewing Evaluating Collecting data, information, stories, examples Should learning needs only be related to organisational objectives? Needs Analysis Individual Needs Analysis Occupational Job Analysis Organisational Needs Analysis Boydell (1971)

8 Job Analysis Job, task and role analysis is any systematic procedure for obtaining detailed and objective information about a job, task or role that will be performed or is currently being performed. Pearn and Kandola (1988:1) Why Job, Task, Role Analysis is Necessary Changes in Technology Changes in Working Practices Culture Changes Employment Legislation Job, Task, Role Analysis Problem Solving Human Resource Development Job Analysis Challenges Time determined changes the job is not static. Job analysis takes a snapshot and may freeze the job. Person-determined changes a job may take on properties depending on who is doing the job. Situation-determined changes a fire-fighter s job will vary depending on whether they are working in a rural or urban area.

9 Job Analysis Distinctions 1. Orientation worker or task oriented methods; 2. Quantification quantitative or qualitative methods; 3. Structure open-ended or closed methods; 4. Packaging packaged systems or do-it-yourself; 5. Sophistication sophisticated or straightforward methods; 6. Proximity to jobs remote from or close to the job; 7. Applicability wide application or narrow; 8. Sensitivity adaptable or inflexible. Job Analysis Checklist 1. What do I want to do with the results? 2. In what form do I need the results in order to be able to achieve my objectives? 3. What resources are available to me? 4. Who is available to carry out the data-gathering? 5. Do they need to be trained? 6. How many people are available to be studied? 7. Do I have access to jobholders, supervisors, experts, others? 8. How much time do I have available to me? 9. How much money can I spend? 10. What information is already available? Job Analysis Checklist 11. What information can be collected specially? 12. What data gathering methods are available to me? 13. Will the data-gathering method be acceptable to the people involved? 14. Is the level of language in checklists and questionnaires appropriate? 15. Will I need to call on outside expertise (for training, for analysis of the data? 16. Do I need computer support? 17. What are the best methods to use? Pearn and Kandola (1988:13)

10 Job Analysis Methods 1. Observation 2. Self Description / Diaries / Logs 3. Job Analysis Interviews 4. Critical Incident Technique 5. Repertory Grid 6. Checklist / Inventories 7. Hierarchical Task Analysis 8. Job-Learning Analysis 9. Job Components Inventory 10. Position Analysis Questionnaire Job Analysis Techniques Participant Observation Content Analysis Expert Conferences Work Performance Survey System Combination Job Analysis Method Functional Job Analysis Job Element Method Ability Requirement Scales Job Learning Analysis 1. Physical skills. 2. Complex procedures. 3. Checking / assessing / discriminating. 4. Memorising facts / information etc. 5. Ordering / prioritising / planning 6. Looking ahead / anticipating 7. Diagnosing / analysing / solving 8. Interpreting or using written / pictorial / diagrammatic material. 9. Adapting to new ideas / systems.

11 Minimising Needs Call Centres Deming and people s performance versus improvement of the system