Not all instructional design models are fully integrated into the HPT practice. Some of these processes such as the successive approximation model (SAM) and the lot like Agile methods approach (LLAMA) are the outgrowth of Agile processes for instructional design. The major design processes are often assumed to be competitive; that is, one model is better than the other. However, most Agile instructional design processes assume that the most ubiquitous performance solution is e-learning, hence the direct integration of Agile processes. Therefore, instead of thinking about design models, we think about instructional methods and solutions over human performance technology (HPT). These methods are all equal until one understands the conditions or the context of the instructional or performance problem.We recommend designers reverse engineer the Agile instructional systems design process by using a rapid performance analysis method that quickly pinpoints and confirms the performance problem(s).
ABC COMPANY has 300 employees located across the southwestern United States. The organization has a traditional structure, with functional groups and managers. Goals are set at the functional level with little interaction between functions. Rummler and Brache ( 1995 ) used the term "silos" to label this type of structure. They noted that the culture created from the compartmentalization of the structure forces managers to resolve lower-level issues while taking time away from higher-priority customer and competitor concerns.ABC Company customer service representatives (CSRs) utilize an in-house enterprise resource planning system, Prophet 21, to process customer orders, quotes, and billing transactions. The new hires and current CSRs complete most of their training via on-the-job training (OJT), which is primarily informal and based on tribal knowledge. Current processes are under review, but both the ill-defined OJT and the CSRs are lacking in the critical knowledge of the cause and effect of their impact on other business processes and divisions, and this has led to inconsistent service. The needs assessment and analysis performed by the business process improvement team documented common errors and their impact and determined that a training intervention was needed.The cost analysis showed the company loses a total of $147,644 of combined capacity and revenue cost per year resulting from CSR skill deficiencies, broken down as follows:• A total of $35,000 revenue per year due to CSRs not addressing freight changes when shipping instructions are not on a purchase order• An average of $6,200 in lost productivity due to contact ID not being added to the order-entry screen• A total of $106,444 in lost productivity due to missing line order notes that specify a customer lead time CSRs apparently are inconsistently or not performing the following tasks:• Addressing freight charges when shipping instructions do not show on a purchase order• Populating a contact ID in the order-entry screen and production screen• Adding an order line note that indicates customer order lead times Additionally, the performance improvement team identified numerous constraints in the current CSR process and procedures. Some of the costs relate to insufficient training and lack of or inadequate skills. In fact 40% of all problems identified by the process improvement team were described as training-related errors. Because of this, a training intervention was selected as the first action to take. Other non-instructional performance interventions, such as upgrading the Prophet 21 system, would be addressed at the next budget cycle.When training occurs on the job over time, the collective wisdom of the organization becomes the norm. This knowledge or way of doing things is not always the best way and may cause problems elsewhere in the system. This article is a case study that looks at the order entry process of a midsized company and describes the motivational aspects of the performance intervention, as well as the systematic design and devel...
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