Needs Assessment: eProcurement system

Needs Assessors: Mary Ly-Nguyen, Valentina Paronetto, Kelli Turner, Lindsay Jubeck

ROOT CAUSES OF PERFORMANCE ISSUE

The leading root causes of the resistance to using Beta were identified in the Information category of the BEM:

1.         Inconsistent communication confused performers, who were unaware of the organizational goals regarding Beta and were unclear about how and why they should use it.

2.       Unclear expectations caused performers to make uninformed decisions which negatively affected their behavior toward using Beta. Poor information also generated serious concerns and increased performers' negative perceptions of Beta. As a result, performers prefer to use P-Cards over Beta for catalog purchases.

3.       Lack of collaboration: clients did not involve the different departments in the Beta process design to ensure their unique operating needs were met with the new software. As a result, performers do not find Beta relevant to their job nor identify any benefits in using it. This caused performers to lack interest in learning something not applicable to their job; thus, knowledge of Beta is low. 

INTERVENTION SELECTION

The findings from the analysis and interviews with the Co-Leads of the Beta project aided in our understanding of the organization’s business requirements which helped us brainstorm ideas for the criteria to select effective interventions.

SUGGESTED INTERVENTIONS

Based on the analyses, the team recommends prioritizing and implementing the top three highest scoring interventions:

• Communicate clear expectations and standards

• Identify and train managers and supervisors to be “champions of change” for Beta

• Modify and update language and tone

The first two prioritized interventions work together, combining improvements in the individual and environmental levels. The third is suggested based on the low-cost and high feasibility criteria. 

PROJECT LIMITATIONS

There were several limitations that the team navigated during the needs assessment process of the project relating to:

• Size of sample group (early adopters)

• Data collection

• Timeline 

• Staff experience with Beta

• Rollout delays

• Access to State Board and Beta specialist

Identifying these limitations helped us anticipate potential impacts that could affect our project. Additionally, it encouraged us to design a project plan that focused on generating meaningful and relevant findings that would address our clients' concerns. 

Despite the limitations, we feel confident our evidence-based recommendations will still bring significant value to our clients.

FINAL REPORT

Read the full report here.

References

Client organization

●        Website

●        Google Drive

Chevalier, R. (2008). The evolution of a performance analysis job aid. Performance Improvement, 47(10), 9–18. https://doi-org.libproxy.boisestate.edu/10.1002/pfi.20034

Guerra, I. J. (2006). Standards and ethics in human performance technology. In J. A. Pershing (Ed.), Handbook of Human Performance Technology: Principles, Practices, and Potential (3rd ed., pp. 1024-1040). https://doi.org/10.1002/pfi.20023

Harrison, L. (2023, Spring). Behavior engineering model (BEM) [Word document]. Retrieved from OPWL 529 Canvas course site.

Harrison, L. (2023, Spring). Chevalier’s use of Lewin’s force field analysis [Word document]. Retrieved from OPWL 529 Canvas course site.

Harrison, L. (2023, Spring). Rummler and Brache’s 9-box model  [Word document]. Retrieved from OPWL 529 Canvas course site.

Honebein, C., Peter (2018, January 8). Specifying human performance solutions

through well‐formed business requirements. https://scholarworks.boisestate.edu/cgi/viewcontent.cgi?article=1094&context=ipt_facpubs

Stefaniak, J. E. (2021).  Needs assessment for learning and performance: Theory, process, and practice. Routledge.

Watkins, R., Meiers, M. W., & Visser, Y. (2012). A guide to assessing needs: Essential tools for collecting information, making decisions and achieving development results. The World Bank.