To Infinity and Beyond: Using a Narrative Approach to Identify Training Needs for Unknown and Dynamic Situations

Abstract

Training effectiveness depends on conducting a thorough needs assessment. Traditional needs assessment methods are insufficient for today's business environment characterized by rapid pace, risk, and uncertainty. To overcome the deficiencies of traditional needs assessment methods, a narrative‐based unstructured interview approach with subject matter experts (SMEs) is proposed for dynamic jobs in uncertain environments. First, the rationale for a narrative approach to training needs assessment is presented. Second, the utility of a narrative approach is examined using SME interviews from National Aeronautics and Space Administration (NASA) to identify crew training needs for a future long duration mission. Third, the value of a narrative approach and importance of training are discussed with respect to the NASA interview results along with managerial and theoretical implications.

Human Resource Development ≠ Human Resource Management: So What Is It?

“…In Volume 24 of HRDQ, Cho and Egan (), as well as Li, Gray, and Lockwood () presented innovative studies of workplace learning. Dachner, Saxten, Noe, and Keeton () described a novel approach to needs assessment in a rapidly changing environment. Hamlin and Hatton () summarized efforts to develop a taxonomy of managerial behaviors.…”

Construct of Expertise Within the Context of HRD: Integrative Literature Review

“…Two examples related to the land with one studying expert agricultural managers and extension instructors to inform competency model development (Karbasioun, Mulder, & Biemans, 2007) and the other elicitation of value from experts in the agrifood nanotechnology sector to identify current and future skills needs (Yawson & Greiman, 2016). Additional examples comprised expert practitioners’ opinions about diversity and interculturality within consulting teams, specifically performance-related aspects and activities to foster as well as risks and activities to diminish (Rupprecht, Birner, Gruber, & Mulder, 2011), continuing professional education (CPE) and professionals’ journey toward becoming an expert (Hashim & Ahmad, 2013), trainer expertise in structured on-the-job training activities (Choi et al, 2015), and SMEs from various expertise areas using a narrative approach for needs assessment in dynamic and uncertain environments (Dachner, Saxton, Noe, & Keeton, 2013). Bachkirova et al (2015) developed and applied an instrument to micro-analyze the coaching process.…”

“…In 2013, Grenier (2013) applied popular cultural artifacts to the model’s components to better understand the abstract ideas and theories of expertise and demonstrated the application of such abstractions to concrete examples. Although not primary, other articles referenced related redevelopment constructs such as relearning (e.g., Cascio, 2014; Yeo, 2008) and obsolescence (Cascio, 2014; Dachner et al, 2013; Linderman et al, 2011; Van Loo & Rocco, 2006). However, in summary, the review highlights the limited use of redevelopment as a term.…”

“…Finally, Grenier and Germain (2014) identified expertise redevelopment as a third emerging research area, but this review lacked articles and diverse authorship concluding limited redevelopment literature. However, some articles referenced constructs related to expertise such as relearning (e.g., Cascio, 2014; Yeo, 2008) and obsolescence (Cascio, 2014; Dachner et al, 2013; Linderman et al, 2011; Van Loo & Rocco, 2006). This finding questions the limited use of the term redevelopment in the literature and contradicts reported employee and organization concern about obsolescence (Oxford Economics, 2015).…”

Entrepreneurial Logic and Creating the Future

“…In addition to the potential effects of the dimensions of entrepreneurial logic on each other, the relationship between entrepreneurial logic and performance should be investigated. Action in the face of uncertainty, whether it arises from employee mobility (Campbell, Saxton, & Banerjee, 2013), attempting to do something the organization has never done before, or other reasons, presents a variety of challenges, particularly for an established organization (e.g., Dachner, Saxton, Noe, & Keeton, 2013). Existing resources, such as routines, human capital, policies and procedures, and other artifacts are of questionable utility, and the investments made in them are at risk of becoming worthless or even counterproductive.…”