T = Time
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Introduction
Every major human performance consulting model and instructional design process has as its first steps: ANALYSIS. Typically this goes by many names: needs analysis, gap analysis, front end analysis, task analysis or performance analysis, to name a few.
Analysis requires the consultant to conduct a sort of “mini” research study that examines root cause and recommends specific solutions. In this article I will use the term “Needs Analysis” to encompass this problem-solving process. I will address the most common reasons organizations wish to skip this important first step and potential consequences for doing so. In addition, I will share ways to encourage organizations to support the time, effort, and cost of this activity.
Background
I have participated in well over 200 needs analysis initiatives with client companies over the last 25 years. Many of the organizations that I have served have empathically stated that they did not need to conduct a needs analysis and provided me with a wide range of excuses. In most cases, I shared a compelling business case to help them understand the benefits of these types of “research” activities. In about 80% of the cases, the client agreed and a needs analysis was conducted. For the remaining 20% that held fast that it wasn’t needed, I typically hid the activity under content analysis in order to build in the needs analysis more informally. I often felt guilty that I had to bury the service under other approved activities, but I strongly believe that needs analysis is a critical first step in understanding the Who, What and Why of exceptional organization performance. I am confident that over the years the benefits far outweighed the costs for these companies.
There are many reasons why organizations refuse to conduct a needs analysis. I have described these objections as Myths that organizations harbor concerning this activity. Below, I have listed the most common Myths followed by the respective counter business case for conducting a needs analysis. Remember, a strongly presented business case has been successful with 80% of my client companies and I hope it will be for you as well.
Time Objectives
Time objectives are typically based on two issues: 1) They would like to do it, but the timing is bad; or 2) They are busy and can’t free up the resources to participate. Occasionally these are mixed; for example, one retail client I worked with needed new employee training for holiday hires. They were stocking the shelves with a lot of new products over the Christmas Holidays – their busiest time of the year. I suggested a random phone survey of 20% of the audience (2,000 employees) to help us understand the audience needs. The client stated that they needed product training, but could not free up the resources to facilitate the study. I countered that the study could be conducted within a short one week window and would only require about 15 minutes per employee. The benefit being enhanced product sales because with the results we could fully understand what type, style and nature of intervention must take place. The outcome was that new hires needed easier to use job aids and customer service training. Results – sales that holiday were up via new hires by 50%. Below I have listed typical push-back type statements from management and effective value propositions in favor of a needs analysis.
| Common Objections | Myth | Value Proposition | |
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"Sounds like a great idea, but there isn't enough time to do it. The staff doesn't have time to participate." | “It is always better to do it right the first time so we can save the hassle and cost of fixing it in the field when employees will be complaining.” |
Expertise
Many companies point out that their subject-matter experts have many years of experience and fully understand the audience so a need analysis is unnecessary. I was working for a large manufacturer of printer products who was deploying a new security printer that incorporated digital signatures for printing of company checks. The printer could be connected to a mainframe or a PC depending on their clients’ needs. The audience had lots of experience with mainframes, but little to none with PCs. The subject-matter experts stated that the connectivity issues were essentially the same between the two systems, so the audience needed no training in PC connectivity. I applied my quick needs analysis approach and called a few field staff to verify this conclusion. They agreed that mainframe experience could substitute for PC experience and as a result, we didn’t include any PC reference or practice. When the product rolled out, 80% of their clients wanted PC connections and the field personnel couldn’t accomodate them. What happened? The people that were the experts didn’t know what they didn’t know and the result was a lot of frustrated customers and employees.
| Common Objections | Myth | Value Proposition | |
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"Look, you were once a _______. Use your own experience to address audience needs.” Or, “You have over ___ years experience and should know your audience by now." | “It is often easy for an expert to overlook the needs of new users. In addition, it is impossible to know what you don’t know. The benefit of a needs analysis is that we will uncover all the hidden issues and ensure success.” |
Access
Often companies indicate that access to the staff is not an option due to a particular company event or specific time of year. This is actually good news since the client company is indicating that you can conduct the study, but it’s just a matter of timing. The best approach here is to suggest alternative times or, if this is not possible, a study that minimizes impact on the target audience such as a brief survey or focus group.
| Common Objections | Myth | Value Proposition | |
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"It’s a week before Thanksgiving. The staff is too busy and won’t be available to participate in the study." |
“If we moved the study to the first week of December, would that work?” Or, “There are a number of methodologies that require minimal staff time such as a brief survey.” |
Management Knows
Sometimes management will point out that they have a lot of experience and already know the audience needs. This is a very challenging objection. If you disagree with the executive you may end up offending them. The executive may think that his staff sees him or her as the problem and not want a bunch of questions being asked. Typically, my approach in this situation is to complement the executive and indicate that we always plan to interview the senior management. As a result, we most often help them increase alignment and productivity.
| Common Objections | Myth | Value Proposition | |
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"Gee...as a manager, I already know what this audience needs. Why don't you just ask me?" | “Yes, you are correct and that is why we wish to interview you and other senior staff. The senior management provides the most import data and that is how success is measured.” Or, “We also like to work with the target audience to uncover any gaps hindering achievement of company goals.” |
Money
Most organizations have not budgeted for a needs analysis, so it is not unusual to get push back that there is no money to conduct the study. My suggestion is to always position a needs analysis not as an expense, like course development, but as an investment that can pay dividends. The dividends are tangible such as reduced employee turnover, enhanced productivity, reduced rework, and enhanced customer loyalty. A money objection must be met by an equally compelling money saving value proposition.
| Common Objections | Myth | Value Proposition | |
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"I see that the needs analysis will require 110 hours of staff time. That's an investment of over $8,000! We can't afford that! We’d be better off investing that money in development." | “Can we afford not to conduct a needs analysis when we have a 95% employee turnover rate, while the average industry turnover rate is only 55%?” Or, “We have one of the lowest customer service rankings; a 5% increase could mean millions in addition revenue.” |
Summary
Most organizations want to do the right thing, but more often than not they have not allocated the time and resources to incorporate a needs analysis into their business process. Companies often give lip service to its importance, but often do not support its deployment. I remember working with a staff member that shared a story with me about a past employer that stated, organizations never have a enough time to get products to market but always have enough time to fix them when they are broken. Let’s not wait until the products are broken to address the issues.
About Dr. Parks:
Dr. Eric Parks founded ASK International in 1983 as a premier distance learning design and development firm. His design philosophies have been featured in trade journals such as Training Magazine, Technical Training, Online Learning, Creative Training Techniques, Training Directors Forum, LineZine and The Training Manager's Quick Tip Source Guide, 2002 Jossey-Bass Inc. Publishers. Dr. Parks supports fundraising opportunities at ASTD chapters and not for profit organizations. Please contact Nicole Snow at (916) 276-9010 or nicole.snow@askintl.com for information.
