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Describe an instructional design scenario where you believe a task analysis would be difficult to carry out.
From experience, the two areas where task analysis becomes hard are where there are no documented procedures for the task and in complex tasks where there may be multiple and various subtasks. With no documented procedures, there are no standards by which to teach or evaluate to. Regarding complex tasks, the challenge is ensured that the various parts and pieces all work symbiotically and can prove challenging to bring forward to larger metrics for reporting.
You are the instructional designer in the human resources department of a midsized corporation. You have been assigned the task of creating instructions that addresses the appropriate use of corporate expense accounts. What factors may affect the goals you set for this instruction?
The mid-size company I work for is seeking a training solution to educate teammates on the appropriate use of corporate expense accounts. The following factors will need to be considered in the project during the needs assessment to understand the size and scope of the project as well as to identify the goals and objectives toward achievement of the overall needs of the project (Brown & Green, 2020).
One of the first considerations I have after a basic understanding of the training need is what type of delivery method is the customer looking for? There are positive and negative advantages to any delivery method or will a hybrid delivery be required. If the training is initial or on-boarding training an e-learning delivery may be effective, cheap to produce, implement and maintain. If this is already being accomplished and users have a basic understanding but are still failing in specific areas of the policy guidelines, I would use a more focused approach to those problem areas and use one of a couple different methods to reach the target audience. In this case it may be only a few people who need the training and instructor-led training can be developed pretty quickly, can provide feedback to get immediate responses to the learners to the questions they have, in benefit there may be grey areas in the policy that leadership thinks are addressed clearly but the feedback finds multiple interpretations across departments of employees. If there is higher confidence in the issues, a SCORM presentation may be a really great approach as the specifics can be addressed and learners are interactive to the subject(s) as they work through the training module(s). Quizzes, video, and voice are all possible with a SCORM and can get the learner far more intimate with the material than a PowerPoint might offer. Again, depending on the complexity or interfaces involved a hybrid approach may be required such as a short SCORM presentation as a prerequisite course before attending a live training session or as an integrated approach model (Alvarez, K., Salas, E., Garofano, C.M., 2004). Another value to any of these will be a voice from leadership as to why this training is important to the employee and the business, a short intro video can effectively provide this for nearly any setting.
If we had an unlimited budget and the desired outcome is to correct behavioral issues, a virtual reality or augmented reality experience may be an incredible learning experience that can lead to sticky training. This type of approach would require a large capital expenditure and it would take a good amount of time to create, test, deploy not to mention the equipment and training for the person providing the experience.
Right along with thinking through how the training will be delivered will be two concerns, Time, and budget. To train these two subjects, time and budget, are normally reciprocals of each other. You can trade one for the other, If the budget needs to be spread out- that will take more time. If the time needed is great it often requires greater effort and quicker turns which comes with additional financial costs. This is just real-world experience talking here and it is definitely not exclusive to just training but can be seen within the world of aircraft maintenance as well. As integral to a project as these two areas are, and I have not seen any textbooks ever reference these associations even though you may find them in the needs assessment for your project.
While keeping the items already discussed in mind, it is good to talk to people for their perspectives, the people using the company cards, the finance department, and the issues they are seeing, you have already heard from leaderships perspective, but a deeper perspective might be gained from the CFO or financial manager. Ask questions but more importantly listen and under those perspectives from the various stakeholders as this will provide a framework of the goals and objectives to reach those people and provide relevance to the subject and entire project.
Equally important to any training is the effectiveness of the training and in our specific case presented here, the impact on the business (Gutek, S. P., 1988). During the needs assessment and running in parallel to the design and development of the training itself should be how and what evaluation methods are to be used. One very simple evaluation method I would like to start a project with is the Kirkpatrick Model which is composed of four levels. In the case study presented here, our company is seeking results which are level four in the Kirkpatrick model. Right there we have identified our evaluation model. As a company grows, as a project becomes more complex, other models may be found to be more effective, but we have started simple and can grow in scope where there may have been no formal structure previously.
Figure 1, Kirpatrick Model. Source, KloudLearn (2020).
With our evaluation model selected we need to know what measures are already in place. What metrics is our leadership basing their decision on? What are the benchmarks and thresholds used, if any? Let’s take a moment to describe the differences between a benchmark and a threshold. A benchmark is a number to be achieved or surpassed, where a threshold is a limit to remain below. These are important to training as one set of these metrics can be shown in the financials where the other may not be directly seen. In example, a threshold that helps prevent late or overage fees down may only be reported in a larger metric as reduced expenses for the business. The impact of training and training effectiveness can be lost as we go from a detailed look to the larger abstract view (Cleveland, 2022). There may be other metrics and forms of evaluation to consider, such as the number of learners and at what rate will they attend the training? The effect and impact should be seen in the company financials or issues the finance department previously experienced to those post the training implementation.
For those with the understanding, where a cognitive, logical, and methodical approach to an issue was addressed for a behavioral change need has been presented (Brown & Green, 2020). The importance of an instructional designer in creating effective, timely or efficient training can greatly impact a business (Urbancová, H. Vrabcová, P., Hudáková, M., Petru, G. J., 2021). Considering this educational philosophy, what might this company look like without any intervention at all? With continued lack of financial responsibility on the employees, the company may encounter additional financial burdens that out way the capabilities of what the company can pay for leading to potential bankruptcy. If inside a government contract, the company might lose the contract because of unauthorized expenses and also face additional financial penalties for the infractions. This last statement again highlights the impact of how an instructional designer and training can impact the business not just in the perspective of training itself but the very heart of business.
-Kenneth
References
Alsalamah, A., Callinan, C. (2021). Adaptation of Kirkpatrick’s Four-Level Model of Training Criteria to Evaluate Training Programmes for Head Teachers. MDPI, Education Science 2021, 11,116.
https://doi.org/10.3390/educsci1103116
Links to an external site.
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Alvarez, K., Salas, E., Garofano, C.M. (2004), University of Central Florida. An Integrated Model of Training Evaluation and Effectiveness. Human Resource Development Review, vol. 1, no.4, December 2004 385-416. Sage Publications. DOI: 10.1177/1534484304270820.
Brown, A.H., & Green, T.D. (2020). The essentials of instructional design: Connecting fundamental principles with process and practice (4th ed.). Routledge.
Cleveland, T. (2022). Beyond Words, Philosophy, Fiction, and the Unsayable. The Rowan & Littlefield Publishing Group, Inc. ISBN: 9781793614841.
Gutek, S. P., (1988), Western Michigan University. Training-Program Evaluation: An Investigation of Perceptions and Practices in Nonmanufacturing Business Organizations. Dissertations. 2183.
https://scholarworks.wmich.edu/dissertations/2183
Links to an external site.
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KloudLearn (2020). Figure 1 (image) Kirkpatrick Model. Overview of the Kirkpatrick Model and foundational principles.
https://kloudlearn.medium.com/overview-of-the-kirkpatrick-model-and-foundational-principles-1d9a349a9ae3
Links to an external site.
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Urbancová, H. Vrabcová, P., Hudáková, M., Petru, G. J. (2021). Effective Training Evaluation: The Role of Factors Influencing Evaluation of Effectiveness of Employee Training and Development. Sustainability 2021, 13,2721.
https://doi.org/10.3390/su13052721
Links to an external site.
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