Introduction
The Front End Analysis (FEA) is a crucial instructional design (ID) step.
FEA is primarily done to know whether ID solves the problem.
Usually, a client or stakeholder initiates the request for instruction. However, in some cases, the request for instruction is uninformed, meaning that the requesting party doesn’t fully understand the root cause of the problem, hasn’t explored other solutions to the problem, or both.
Because of this possibility, the instructional designer (IDer) has to investigate the actual cause of the problem and whether ID is truly part of the solution to the problem.
The main questions that FEA answers are
1. What exactly is the problem?
2. What is/are the root cause(s) of the problem?
3. What is/are the solution(s) to the problem?
4. What is the cost-benefit of ID in comparison with the other solutions?
To answer these questions, various analyses are needed to be performed. These analyses are part of the bigger FEA.
If the IDer confirms that ID will be an effective and optimal solution after performing the FEA, the ID process may continue to the next phase. If however the IDer confirms that other solutions will be better, then the IDer has to inform the requesting party about this and recommend other more effective solutions to the problem, aside from ID.
Gap Analysis
The gap analysis is a process used to find out what the solution to a problem is. This analysis involves identifying three pieces of information about the problem:
1. What is the current situation?
2. What is the target situation?
3. What is the optimal means to get from the current situation to the target situation?
If there are multiple problems, a gap analysis will be done for each of the problems.
Application of Background Analysis to a Case
Below is a hypothetical scenario wherein I have applied gap analysis to try to better understand the current problems, the target condition, and the optimal solution to bridge the gap between the current and the target situations.
As a background to the case, a call center was experiencing a decline in customer satisfaction scores. The personnel who initiated the request for ID is the Director of Customer Service. The Director is requesting training for his managers since it is suspected that the managers are underskilled in fully utilizing the scheduling software that the organization purchased.
In response to this request for instruction, I have already performed a background analysis and a root cause analysis as part of the FEA.
Below is a summary of the responses to the questions by the Director and the managers interviewed and my notes during the gap analysis.
Aspect 1: Training for Customer Service Managers
Current Situation:
Customer service managers lack sufficient training on the newly upgraded call center software, leading to scheduling errors and longer customer wait times.
Target Situation:
Customer service managers are proficient in using the new software, efficiently scheduling, and reducing customer wait times.
Optimal Means to Bridge the Gap:
Develop and implement a comprehensive training program that includes interactive modules, hands-on practice sessions, and ongoing support to ensure that managers fully understand and can effectively utilize the software.
Aspect 2: Software Usability Issues
Current Situation:
The upgraded call center software has a complex user interface that is not intuitive, contributing to difficulties in use, even for trained personnel.
Target Situation:
The software interface is user-friendly and intuitive, allowing customer service managers to perform their tasks more efficiently without frequent errors.
Optimal Means to Bridge the Gap:
Collaborate with the software vendor to redesign the user interface, focusing on simplifying navigation and streamlining key functions, or implement additional customization to tailor the interface to the specific needs of the company’s operations.
Aspect 3: Staffing Shortages During Peak Hours
Current Situation:
The company is experiencing staffing shortages during peak hours, resulting in increased customer wait times and reduced service quality.
Target Situation:
Adequate staffing levels are maintained during peak hours, ensuring that customer service demands are met promptly and effectively.
Optimal Means to Bridge the Gap:
Conduct a workforce analysis to determine peak demand times, adjust shift schedules accordingly, and potentially hire additional part-time or temporary staff to cover these periods.
The conclusion from the gap analysis
In this example, three aspects were identified during the gap analysis, all of which were found during the root cause analysis. The solution for the first aspect is related to ID, which focuses on improving training. However, the solution for the last two aspects is related to software and staffing adjustments, respectively.
At this point, we already know the originating problems and the optimal solutions. In the hypothetical case, we can also see that ID seems to be a viable solution that will address one of the problems identified, while other non-ID-related solutions should be explored to solve the issues related to software and staffing.
After performing the gap analysis, we can now perform the last analysis which is the analysis of solution options and their impact.