Standards

1.The analysis hierarchy contains at a minimum the approved total task list and within it the tasks selected for training.

2.Tasks are listed within the phase or function and sequenced to reflect job sequence, not training sequence.

3.Tasks indicate observable and measurable behaviors.

4.Tasks result in a product, service, or decision.

5.Tasks are right-sized, with a definable beginning and end, and completed within a specified period of time.

6.For each task, the following information at a minimum is in VISION:

a.DIF numbers recorded on the Selection tab

b.Task selection status. If selected, determination of training frequency

c.Conditions and standards

d.For unselected/deselected tasks, a reason is included for deselection from the drop-down menu. A deselected task means that the task is still performed as part of the job but does not require training or can be self-taught through a job aid.

7.For tasks in which the selection status differs from DIF recommendations, a reason is provided in the Version Comments field.

8.Tasks are not shared more than necessary and only if they are trained and evaluated in the same way.

9.Alternate paths are listed as subtasks under tasks that have alternate paths.

Best Practices

•Job Analysis is conducted with experts who have performed the job.

•Include representative, demographic sample.

•Start at a job position (typically).

•Job is broken down systematically into subcategories representing working arrangement, going from the general to the specific.

•Consider using Phases where an area is a process consisting of multiple tasks performed in a specific progression from beginning to end.

•Create logical subcategories representing work arrangement, not training arrangement (duty areas, etc.)  Defining subcategories will help ensure the tasks that come out of the job analysis are correctly scoped.

•Identify tasks using any of the following methods:

oReviewing any existing job data

oConducting tabletop activities

oAdministering job survey questionnaires

oReviewing relevant documents such as existing procedures, regulatory requirements (for example, INPO ACADs), vendor manuals, etc.

•List tasks within the phase or function and sequence to reflect job sequence, not training sequence.

•The task statements themselves are clear and measurable.  Collectively, they represent the important job outcomes at an appropriate level of detail. A task that can be completed in less than 10 minutes may be too small, and a task that might take several hours may be too large.  Work toward right-sizing tasks throughout the hierarchy.

•Sharing within a hierarchy is appropriate if done efficiently. Multiple items should not be shared multiple times simply to show an “ideal” relationship.

•Sharing within a hierarchy or with other projects is appropriate if shared items are truly intended to be the same, such that it is understood that a change to one item means the same change will be made to all shared items.

Below is an illustration of a simple job analysis and an example.  The Job is the highest level, and it is comprised of one or more Responsibility Areas.  Within a Responsibility Area are Functions (or Duty Areas), and each Function may be broken into multiple time-dependent phases if appropriate.  Phases proceed in sequence, unlike Responsibility Areas and Functions.  Each Phase will have several Tasks.  Recall that a good Task has a measurable outcome and can be performed in a predictable amount of time.  Some tasks may be justifiably broken down further in Subtasks.  A NOTE of CAUTION:  Keep your hierarchy as simple and straightforward as possible.  Don’t create unnecessary categories and layers that don’t exist.

Task Selection and DIF Surveys

A DIF survey is conducted to determine each task’s difficulty, importance, and frequency.  It is a tool that assists in determining the extent to which a task should be trained, retrained, or not trained at all (deselected).  The DIF survey is conducted during job analysis to identify those tasks that will be trained—and thus need to be analyzed—and those tasks that will not be trained which will be then deselected in VISION and not analyzed.  A deselected task means that it is still part of the Total Task List for a job—it is performed in the course of the particular job—but it is either too easy or not important that it can be self-taught using a job aid or informally.  No evaluation is necessary for easy, unimportant tasks.

Consider the following best practices when conducting DIF surveys:

•Survey job experts (typically, top 25% of performers), but if the number of workers for a given job is small (less than 25), survey everyone.

•Include representative, demographic sample.

•Include JTA team members.

•Provide clear directions and guidance.

•Ask for background information such as name, job title, years on the job.

•Ask for additional information including safety issues, tools, conditions, standards, unique attributes of each task.

Run the DIF survey from VISION after all tasks are identified and sequenced in VISION. Once surveys have been calculated (typically, an average of all returned surveys), enter DIF numbers in VISION. Use Learning Station, if available, to partially automate this process and capture survey comments directly with each surveyed Task.

Run a Task Training Recommendation report in VISION using the appropriate algorithm to determine the recommendations for initial, continuing (which would include just-in-time training), or no training required for each task.

Remember that DIF numbers provide recommendations.  There may be other reasons why a task should be trained or retrained (regulatory requirements, for example).  If the decision differs from the DIF recommendation, note those reasons in VISION in the Version Comments field of the task.

•Return to VISION and on the selection tab, disposition each task (initial, continuing with frequency, or deselected).