Generally for those in the training industry, when trying to solve a problem, it’s a lack of skill or knowledge that’s the issue. However, how do you really know what the problem is? And just as importantly, how will you know that your solution will solve it? A consistent process using a blended method can help you focus on what is the real cause of the problem you are asked to solve.
Sometimes training professionals are brought into a project at the beginning and asked to determine the cause of a problem. By performing a front-end analysis (FEA), you can assess all of the issues and determine if training or some other performance intervention will address the issues and change the performance from what it is to what is desired to accomplish the goals of the organization.
Oftentimes, training professionals are brought into a project after it has been determined that training is needed. Training professionals aren’t always given the luxury of stepping back and doing a front-end analysis to determine if training is the right answer. In these situations, they are just given the training project.
Fortunately this blended training front-end analysis model can help in either situation. Although it is ideally suited for front–end analysis before the type of performance intervention is determined, it can be effective as a training needs analysis tool. This flexible, repeatable method can be used as a front-end analysis to determine what type of solution is called for – feedback, policy and procedure, resources, incentives, knowledge and skills, capacity, and motivation. It can also be used to determine the best direction for developing training if a training solution has already been decided by the stakeholders.
Joe Harless’ “13 Smart Questions” are the framework for the analysis and will guide you through the process. For the first part, get stakeholders to clearly state the problem, what it means to the company to solve it and what it looks like when it is fixed. Then ask them if they are willing to fix it.
As you continue with the framework, you need to determine the possible cause(s) of the problem. Many people want to jump to this part, but it is prudent to wait until you’ve determined what it will look like if the problem is solved and what that means to the organization. Get the stakeholders to brainstorm all the possible reasons the performance isn’t what is desired. Take each possible cause and categorize them. Is the problem due to a lack of information, knowledge, and resources or a lack of incentives and motives? By categorizing each potential cause, you get a reliable, systemic and systematic process for highlighting what evidence bears on each cause. (See Thomas Gilbert’s book, “Human competence: Engineering worthy performance, Tribute edition” from 2007 for more information.)
After making sense of the potential causes, chart out whether the cause is driving or restraining the desired performance. This will help you and your stakeholders visually represent what is helping you get to the performance desired and what is pushing you away it. You can use Chevalier’s Driving and Restraining Forces chart as a framework. (See Roger Chevalier’s article, “Updating the behavior engineering model,” in Performance Improvement, 2003.)
Now that you see what needs to be fixed, you and the stakeholders can determine the possible solutions including the cost-benefits and constraints of each, and make a decision based on those facts.
The process looks long, but when you start working through the steps, it can go rather quickly. The blended front-end analysis is a repeatable and reliable process that will guide you to determine the problem you are trying to solve, the causes and possible solutions. You can use it as either a front-end analysis or a training needs analysis. The blended FEA will help you uncover the real problem the organization is facing and solve it.
Beth McGoldrick is an author and award-winning instructional designer working within the financial and insurance industry.
