1. First divine WHAT you want 2 establish with the TNA ? (for ex: Why do u want o do the TNA ? Is there a performance problem ?.... Yes. What causes the problem ? he TNA should now provide u with that answer ! .... You want to do TNA to establish if the real need for solving the performnce issue, is linked to : LACK OF TRAINING or NEGATIVE ATTITUDE or IN-SUFFICIENT SYSTEM or LIMITED RESOURCES (budget)...)
2. So the QUESTION-BASE you will formulise, will need to cover all these area's of concern.
Very important : Lets say the concern u are addressing, is at "Operator"-level: Your TNA will obviously be addressing that level as a core exercise. BUT : You must also address 1-up and 1-down from that level. You need their input equally much. "1-up" means Supervisory input. "1-down" could also mean a CLIENT's input !...even in the same business.
3. It is always advisable to have input on the following matters, when u do any TNA, through the QUESTIONNAIRE : so, the TNA questionnaire addressed to the Operator (and 1-up and 1-down), will cover questions whereby YOU test/assess the input and feeling of the various role players, on : (a) the product itself...or end-product (b) the service being delivered/work done/operations (c) the tools/resources/ used ... to be used (d) the client/end user feeling /input/anticipation...this means that I will even test the Operator's insight or feeling about what he/she thinks the response of the CLIENT/END USER will be... (e) "climate" of the work station & its people / mngt / organisation/ section... (u need to know this, once you start to consolidate info from the various levels. If the outcome is NOT training related, or budget related, or systems related BUT poor attitude, then this info is VITAL to the Trainers (your !) recommendations !! (f) Additional type questions which could also "teach" the TRAINER a lot, through a TNA : "What if"-scenarios. These are q like : "What if u had a different boss?" "What if we had a greater budget?" "What if there was a ZERO TOLLERANCE policy?".... Questions such as this renders great insight into "feeling" and "perception".
Should I be the Director and have a TNA done through my section, I would like to have a FEEDBACK REPORT that covers AS MUCH AS POSSIBLE info, i can use both NOW and in the FUTURE, in order to recover the performance dificiency. So, i would expect info from / on :
1. FACTS :The level where the dificiency is "happening"
2. FACTS :From other levels / role players
3. Perceptions. Feeling. Anticipation (warnings).
4. COST of rectification.
5. R.O.I My benefit/cost-ratio expenditure MUST give me a return of at least 3:1 (but ideally 7:1 !!!) over the long-term, in as far as quality/quantity (performance), conceptual driving forces & sales (profit), are concerned.
Please do NOT see this as the "alfa 7 omega" of a TNA...simply a shortened input / view from down-south. Take care & good luck. I always believe that the TNA is MORE effort before you start doing it in the Line, and once you have completed it in the Line/s .... than whilst physically doing it in the Line !
I would kd
1st June 2010 From South Africa, Pretoria