Slide #

Scene/Interaction

Narration

Slide 1

Scene 1

Deborah’s office

Deborah: Hello!

Last week, we did a lot of research. From this research, we determined that using the expectancy theory is the best approach to address the lack of performance in Taormina’s Call Center.

Well! Now that we are clear what approach to use, we must start working on more details about our training and development proposal.

We have to determine what kind of training Taormina’s employees need to raise their sales revenue up to the expected level. We will accomplish this by following the TNA Model.

Slide 2

Scene 2

Conference Room

The board will show a graphic representation of the TNA model with a zooming feature.

Deborah: The TNA model begins with a triggering event. We already found that event. Remember that it was a lack of training and development opportunities.

People at Taormina need more training and development opportunities to assist them in improving their performance…and subsequently, the organizational performance.

The next step in the TNA model is the input phase, which consists of an organizational analysis, operational analysis, and person analysis.

Organizational Analysis consists of screening the internal environment of an organization to verify elements that might be affecting employee performance. For example, policies and procedures, which are not well accepted by employees, might be negatively affecting job performance.

Operational Analysis examines specific jobs to determine the knowledge, skills, and attitudes necessary to get the job done. This is also called a job analysis.

Person Analysis scans employees’ current knowledge, skills, and attitudes, and compares it with the requirements of their job position. During the personal analysis, we measure the actual job performance.

The third phase of the TNA model is called the process phase. In this phase, you will determine the exact performance gap.

The output phase is the last step in the TNA model. This phase results in your conclusion about whether or not there is a training need.

Now, we need to determine what kind of analysis we must conduct before we move on to the rest of the TNA model.

Slide 3

Scene 3

Hallway

Ron: Hello, Deborah! I already collected common training topics among my employees. Remember, that was my homework from last week! (proudly)

My people seem to be interested in learning new skills to manage the new software, but also they would like to participate in some kind of team building training. The most popular topics were “Building Effective Teams”, “Motivation at Work”, and “Software Skills”.

Deborah: So, do you think that they are not performing well because of rapport issues?

Ron: Sincerely Deborah, I don’t know. I do understand the importance of personal relationships among co-workers, but I always focus on our sales levels…I don’t have time to check how well or not they relate to each other. We just need to improve our sales revenue immediately… (frustrated)

Deborah: I do agree. But remember, if we address the wrong need, we will be wasting all our efforts. Let me talk to my training specialist and I will get back to you before the end of the day.

Ron: Okay. I’ll be here if you need any help.

Slide 4

Scene 4

Deborah’s office

Deborah: Okay, now we have some common, interesting training topics. Ron’s people seem to need training that involves teamwork, motivation, and technical skills. Before we move on, can you help me quickly decide which level of analysis we should conduct to address the performance gap here at Taormina?

Slide 5

Test your Knowledge Slide

To address Taormina’s performance gap, which level of analysis we should conduct?

Organizational Analysis:
Incorrect! We do not need to conduct an organizational analysis. We already determined the trigger event causing the organizational performance gap.

Operational Analysis:
Incorrect! Even when the operational analysis examines specific jobs requirements, the positions in the sales department are well defined.

Person Analysis: CORRECT! The person analysis is the most accurate analysis to determine our current course of action. The person analysis examines employees’ knowledge, skills, and attitudes to perform at the expected level.

Slide 6

Scene 5

Conference Room

Deborah: Excellent job! I knew I could count on your expertise to determine what kind of analysis we should conduct.

Now, we need to identify data sources for our personal analysis. Performance appraisals and proficiency tests should be our next steps.

A performance appraisal is the process of evaluating an employee’s work behavior by comparing it with preset standards. All findings are documented and compared to the expected performance to provide feedback to the employee to show where improvements are needed and why.

Performance appraisals are used to determine who needs what training, and who will be promoted, demoted, retained, or fired.

On the other hand, proficiency tests are those tests designed to measure individual knowledge and skills. However, these kinds of tests require a lot of time developing.

Therefore, I propose we start our personal analysis by reviewing the call center employees’ performance appraisal. If needed, we can think about using a proficiency test later.

Let’s analyze the data in the performance appraisals and find common elements. Then we should go back to Ron to discuss our findings with him.

Slide 7

Scene 6

Hallway

Deborah:
(holding a page of data) Excuse us, Ron. Can we speak with you for a minute?

Ron: Sure. How can I help you?

Deborah: Ron, we have confirmed our first suspicion. There is a need for training and development linked to the employees’ knowledge, skills, and attitudes…also known as KSAs.

We would like to have your input about our findings.

Ron: Absolutely! (looks at a page of data from Deborah) I’ve never cross-analyzed my employees’ performance appraisals. Nonetheless, I see how you look for common factors. You HR professionals know your stuff!

Deborah: Thank you for the compliment

(happily).

We have found that the biggest problem is always centered around lack of communication among co-workers and supervisors.

I remember you said you meet with your employees on a weekly basis. That may not be enough for them, unfortunately (sadly).

Ron: Yes, I had been wondering about that. All of them expressed some discomfort about their interactions among team members and me.

I didn’t pay attention to this because I didn’t think that it could hurt our sales revenue.

Slide 8

Scene 7

Deborah’s Office

Deborah: Okay! We did a lot today. We followed the TNA model and reviewed common training topics for Taormina’s call center.

It’s always good to have training opportunities that are well-accepted by participants. Remember, mandatory trainings are not the most effective. Mandatory trainings sometimes do not satisfy intrinsic needs, and can therefore act as stressor elements.

We also conducted a person analysis to discover possible elements causing employees’ lack of performance.

Once again, great job!

Please participate in discussions about the topics covered today, as well as completing relevant e-Activities.

Next week, we will start designing our training and development program.

Good luck and see you very soon!