Most trainers have it all wrong!

Training can't solve every performance problem.

Training is only one method of helping people perform at higher levels of competency. Sometimes the problem is that they are doing the wrong tasks altogether.

Bob Mager's classic work Analyzing Performance Problems should be a guide for every trainer to use, especially at the planning phases of every training, development or improvement effort. Too bad it's not as widely known as it should be. What my free on-line article does is simply update and expand it.

Mager's work is set up as an algorithm. To update and expand upon it a systems diagram would be more useful. Mager's algorithm starts with the performance discrepancy of an individual worker. Instead of a discrepancy (which only deals with current behavior or output), I propose:

1. Performance inputs and support provided by the system during performance (this relates to the system where the employee works); and
2. Performance needs, which includes initial training, discrepancies and licensing/certification/CEUs; and technology-driven training for hardware/software acquisition.

The Work System

Performance inputs and support are materials, resources, information and policies that the worker must use to perform well. If there are delays, shortages, mis-information or other quality problems, this will impede performance, no matter how much training is given.

The employee's performance may be improved by many factors. Besides training and additional practice and review, you can provide updates (including professional CEUs), EPSS (Electronic Performance Support Systems), or job aids.

Even if there is a training need, delivering a training solution may not be sufficient if there are other simultaneous problems. The employee may need better or timely feedback. Positive or negative pressures may affect motivation.

Reorganize Work Instead of People

The position or job may be poorly designed. A focus on training is a focus on people. While that is good, it often ignores the work. People try to organize people instead of the work. Could the work be reorganized so that the worker has better control, or greater accountability and resources?

Does the job position leverage the ordinarily-qualified; or does it depend on only extraordinary incumbants?

• It's hard to find and keep extraordinary employees.
• You want the best candidate that the position requires.
• Requiring heroic effort to cover up poor job or system design is dishonest. It is an ineffecient waste of resources, and leads to over-charging of customers.
• Many organizations can do a good job with outstanding people. The really great leader can get the job done well with adequate people.

The worker

The first question is "Does an isolated worker have a performance problem; or is it part or all of a functional organizational group?" If a worker is not performing well, the question is "Do they need training?" They may not. One problem could involve problems with the system. Other problems may include a lack of motivation, rewards or information. The basic motive for people is the avoidance of pain. What pain does the worker associate with doing "the right thing"?

Do the trainees want the training? Often training is associated with change, and many do not want change or the discomfort it brings. There may be no rewards associated with the training. This is often a perception problem. Training may fit the employer's agenda, or legal requirements. How can we change that association in the minds of the trainees?

Do we know it is the right training? Has a needs assessment been done? Have we done a task breakdown? What technology input has been included?

Is the training delivered correctly or effectively? Has the correct media or technology been used? Instead of simply looking at the course design, have we looked at other possible methods of support? EPSS, face-to-face coaching, classroom delivery, CBT/WBT, job aids, and "just in time" training are all examples of delivery options that may be appropriate.

Measurement of training's impact must be addressed. Will the total projected cost lead to greater revenue or cost savings?

The Output

How does the system use the output?
How much value does it contribute to the overall revenue generation in the past? Now? In the future?

This free download page is from the Instructional Design page of Gustafson's Training and Development web site. (C) 1999 W. N. Gustafson. Permission is granted to print or save for personal purposes.