What are Methods?
Investigating problems during a TNA requires learning as much as possible about current and desired levels of performance. This means getting factual data about what is happening from which reliable information can be extracted. Because good data is not always easy to find and because how we collect data often affects the results achieved, we must carefully select and use appropriate methods.
A method is a way of doing something in accordance with rules or principles derived from research and practice. Interviews and surveys are examples of methods commonly used in TNA to gather data. Because each method has characteristics that make it more effective in some cases than others, each TNA requires deciding which one(s) to use depending on the situation and people involved.
Each method can also be associated with a tool (instrument), or specific way of gathering the data. We must therefore also consider the characteristics or the specific tools used when deciding how to gather data. This TNA process proposes using one or more of these methods to gather data.
| Document review | Internal or external documents with information about the organization and the issues affecting it. |
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| Interview | Interview protocols that identify the questions to ask and the order in which to ask them. Protocols can also include special instructions to handle expected problems. |
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| Focus group | A document outlining the planned process for leading a group discussion that explores the opinions, beliefs, values or attitudes of a group about a stated issue. |
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| Survey | A questionnaire that uses different types of questions to get answers directly from people. |
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| Job observation or testing | A check list or other similar form used to track, record and rate job performance. |
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Download this document to learn more about methods and instruments, and using them.
Job Task Analysis and Data Gathering
Most of the content needed to prepare surveys, performance check lists or interviews can be extracted from the job task analysis. In fact, because the JTA is the essential document that describes job performance requirements, and because the training needs assessment investigates differences between what should be done as described in the JTA and what is currently being done, the tasks and sub-tasks of the JTA become the specific items to check via an instrument like a survey.
To prepare your instruments,
(a) Review the job task analysis for the job investigated.
(b) Convert the tasks and sub-tasks of the JTA into questions or items to be checked.
(c) Try the instrument to confirm it reflects the job well and provides relevant data.
