Presentation on theme: "Reynaldo Antonio C. Villar MS IDD&E – Syracuse University."— Presentation transcript:
Reynaldo Antonio C. Villar MS IDD&E – Syracuse University
INTRODUCTIONPURPOSEAUDIENCE OVERVIEW OF THE MODEL ANALYSISDESIGN & DEVELOPMENT IMPLEMENTATIONEVALUATIONFIGURE 1 – ID Model FIGURE 2 – Analysis Filter FIGURE 3 – In-Proc-Out FIGURE 4 – Innovation – Decision Process FIGURE 5 – Mediation REFERENCESContent page next page CONTENT
The Bangko Sentral ng Pilipinas (BSP) is proud to be one of the best government agencies in the Philippines. In fact, according to the Makati Business Club, the BSP has been the top performing Philippine Government Agency in its surveys in 2006 and The Management of the bank gives credit to the high level of competency of its manpower for its continued success. To further improve the excellence of its workforce, the BSP created the Bangko Sentral ng Pilipinas Educational Scholarship and Training Program (BEST).
The BEST aims to provide funding and technical support to qualified employees to pursue graduate and post-graduate courses in locally and internationally well-known schools. All BEST scholars are required and obligated to return to their respective departments for an x number of years as specified in their scholarship contracts and apply what they have learned in their respective areas of work.
Since 2004 the BSP has funded 41 local and international scholarships. Out of the 41 scholarships granted, 36 are international and 5 are local. There have been 30 graduates from the program and all of them have returned to their respective departments and offices. I have heard a lot of grumblings and complaints from returning scholars concerning their experience and expectations once they return from their studies. There are also some apprehensions and concern from colleagues of the scholars that took over the work of the scholar while he was away. These problems according to the scholars have prevented them from fully utilizing their newfound knowledge and thereby, lowering the quality of the work output.
The purpose of my model is to further scrutinize and analyze if there is a problem prevailing in the bank that hinders the BSP BEST program and its scholars from its desired result of further improving work competency and quality output. Depending on the outcome of the analysis and assuming that there is a gap between the desired outcomes and the actual outcomes, my model will design, develop, implement and evaluate a training that will address the problem.
The Audience will be made up of the system and subsystems in the organization of the BSP. The intended audience of the model are as follows: The Monetary Board of the BSP (policy making body of the bank, which is composed of 7 members, including the Governor of the Central Bank) - has the power to approve and cancel any program being implemented by the bank. The Human Resource Sector – made up by the Deputy Governor (head of the sector), Managing Director and Director – sector and the departments that handles the implementation of the BEST program and human resource development. All Deputy Governors down to the respective Directors of the different sectors and departments from where the scholars come from. The Scholars that have benefitted from the BEST program Colleagues of the scholars in his division/ department
The model is based on Dick and Carey’s ADDIE model. While the former has a linear structure, my ID Model will have a circular direction. The circular direction will enhance the interdependability of the components with each other and bring out the feedback and revision element of the model. It will also highlight the importance of the Analysis component, which will set the general tone and motion of the model. The prevailing environment and problem of the organization will originate from this stage and is deemed to affect and influence how the other components will be prepared and initiated. The other components are design, development, implementation and evaluation. There will be a review between the stages, called formative evaluation and will act as a checkpoint if each stage is aligned with the other parts of the model. The pyramid in the middle symbolizes the GAP, where the most important reasons why there is a problem will be placed. The Innovation-Decision Process will also be utilized. The model is an adaptive model, which can be applied to other government agencies.ID Model The Innovation-Decision Process
Analysis Design Development Implementation Evaluation FE E KS PS D C I
Analysis Environment Analysis Learner Analysis Performance Analysis Motivation Training Organization/ Management Organizational Climate Cultural Climate Learner Character. Prior Knowledge Focus Groups Survey Interview Questionnaires Job Descriptions Observation Personnel Records GAP Current Outcome Desired Outcome
The BSP, like most government institutions in the Philippines have many layers of authority figures, rules, systems and sub-systems. It is a big bureaucratic organization and problems that arise within the organization are very hard to pinpoint. This is the reason why my model will have a substantive analysis stage. I created a sub model for the analysis component, which I call the Analysis Filter Model (AFM). This model will help track the different elements that are needed to discover what is causing the gap between the current performances of the returning BEST scholars from their desired output. The resulting data from the AFM will be processed in Figure 3. Analysis Filter Model (AFM)Figure 3
The blue stage contains the three types of analysis: Environmental, Learner and Performance Analysis. The pink stage contains what is included within the 3 main analyses. 1.) Learner Analysis – What are the characteristics of the BEST Scholar? Is he knowledgeable when it comes to his current job? 2.) Environmental Analysis – In what type of environment is the learner in? What is the cultural and organizational climate surrounding him? Can this have any effect in the way he is performing? 3.) Performance Analysis – Is it an incentive, motivation, training or organizational management problem that is causing the gap? The green stage contains the tools and methods in conducting front- end analysis. Focus groups Interviews Questionnaires Job Descriptions Personnel Records Observation
Inputs : 1.) Returning Scholars – Expectations and Experience, 2.) Organizational Reality – Job Placement, Org. needs, Organizational decision making & 3.) Current employees that stayed behind - Expectations Process: 1.) Personal Motivation, 2.) Organizational Policies, 3.) Job Design Outputs : 1.) Better Matching of Employee to Job/position, 2.) Increase Motivation, 3.) Increase Employee Satisfaction, 4.) Increased Organizational Effeciency
KSPSD I C From Figure 2, there is a clear and complete view of the input and the process to achieve the needed outcomes. The Innovation-Decision process (based on Everett M. Roger’s work) will start with its first component after the Analysis of the problem has been done. The steps of the Innovation - Decision Process are as follows: 1.) Knowledge Step (KS) 2.) Persuasion Step (PS) 3.) Decision (D) 4.) Implementation (I) 5.) Confirmation (C)
I included the Innovation-Decision process in my model, because it satisfies the need to inform and include the decision makers. This is needed specifically for government organizations such as the BSP as every movement that affects the employees must be done with the proper confirmation of a decision maker. Knowledge Step: Presentation of the problem and basic explanation of the model. Persuasion Step: Present the design, and development of the model in more detail and how it can address the problem. Decision: Decision maker finally decides whether to go through with the implementation of the model Implementation: Implementation component of the model is executed. Confirmation: Depending on the result of the evaluation of the program, the Decision maker, either adopts the model or discontinues it.
Through the analysis stage, the problem is centered on the lack of motivation, due to the current organizational policies and job design structure. The objectives of the instruction are: a.) Better matching of employee to position or job design, b.) Increase motivation of learners, c.) Increase employee satisfaction and, d.) Increase organizational efficiency. These objectives must be reached to close the gap. I will design a Mediation Model to facilitate the instruction. It will be made up by a number of meetings and the entire process will last a maximum of 2 months. The meetings will feature an open forum, role-playing activities, simulation and presentation of case studies.Mediation Model
There will be invited guests, preferably decision makers in the organization mid level, BSP scholars and different staffs from departments where the scholars come from. The mediation model’s aim is to let the different parties see why the output of the BEST scholars are below from what is expected and hopefully be able to address organization polices and job design to increase motivation of the BEST scholars. The Bangko Sentral ng Pilipinas Institute (BSPI) being the training department of the Bank, will be the department to conduct the program and will be in charge of all administrative work and also provide the staff to help the instructional designer facilitate the instruction program.
There will be a number of meetings but the main meetings are as follows: Meeting 1 (day 1) Guests: Director - Bangko Sentral ng Pilipinas Instititute (BSPI) Director – Human Resource Development (HRD) Managing Director – Human Resource Sector (HRS) Instructional Designer 5 BEST Scholars (completed) from different departments The place will be the meeting room C in the 17 th floor of the BSPI-BSP Complex Time will be set for 2 hours from 1:30-2:30pm Matters to be discussed: Open forum on what ails the BEST scholars
Meeting 2 (day 2) Guests: Director - Bangko Sentral ng Pilipinas Instititute (BSPI) Director – Human Resource Development (HRD) Managing Director – Human Resource Sector (HRS) Instructional Designer Between 5-10 colleagues of BEST Scholar The place will be the meeting room C in the 17 th floor of the BSPI-BSP Complex Time will be set for 2 hours from 1:30-2:30pm Matters to be discussed: Open forum on concerns by the employees towards the BEST Scholar Synthesis of day 1 and day 2 meetings (1 hour) 2:30-3:30pm Meeting 3 (1 week after 2 nd meeting) Guests: Director and Staff of BSPI (Training Department) Staff of Director of HRD Plan to conduct series of questions that will launch Role Playing Activities, Simulations and Case Studies related to subject matter. The place will be the meeting room C in the 17 th floor of the BSPI-BSP Complex Time will be set for 3.5 hours from 1:00-4:30pm
Meeting 4 (1 week after 3 rd meeting) Guests: Director and Staff of BSPI (Training Department) Staff of Director of HRD Plan to conduct series of questions that will launch Role Playing Activities, Simulations and Case Studies related to subject matter. The place will be meeting room C in the 17 th floor of the BSPI-BSP Complex Time will be set for 3.5 hours from 1:00-4:30pm Meeting 5 (1 week after 4 th meeting) Guests: Director & Staff- Bangko Sentral ng Pilipinas Instititute (BSPI) Director & Staff– Human Resource Development (HRD) Managing Director – Human Resource Sector (HRS) Instructional Designer 2-3 BEST scholars and 3-5 colleagues of the BEST scholars Conduction of Role playing, simulations done through guided questions Presentation of case studies The place will be meeting room C in the 17 th floor of the BSPI-BSP Complex Time will be set for 3.5 hours from 1:00-4:30pm
Meeting 6 (1 week after 5 th meeting) Director - Bangko Sentral ng Pilipinas Instititute (BSPI) Director – Human Resource Development (HRD) Managing Director – Human Resource Sector (HRS) Instructional Designer Synthesis concerning meeting 5 The place will be meeting room C in the 17 th floor of the BSPI-BSP Complex Time will be set for 3.5 hours from 1:00-4:30pm Meeting 7 (2 weeks after the 6 th meeting) Deputy Governor of the Resource Management Sector (RMS) Director - Bangko Sentral ng Pilipinas Instititute (BSPI) Director – Human Resource Development (HRD) Managing Director – Human Resource Sector (HRS) Instructional Designer Presentation of the findings and observations The place will be meeting room C in the 17 th floor of the BSPI-BSP Complex Time will be set for 3 hours from 1:30-4:30pm
All meetings should be done after lunch as to be cost effective. Snacks will be served for all meetings that goes beyond 3pm. The money will come from the BSPI budget. The rooms will be reserved by the BSPI staff. Microphones, speakers and other equipments needed for the meetings will also be provided by the BSPI.
With the help of the BSPI office, the mediation model will be implemented. The time of the meetings should be followed as not to “steal” time from the officials of the BSP. Make sure that the model is followed. All guests mentioned in the development stage must be notified before hand of the series of meetings.
Formative Evaluation (FE) is done in between the stages of Analysis, Design, Development and Implementation. FE is a very important part of the entire ID model as it will work as a check point, that all the stages are aligned to the purpose of the ID model. Are the stages concerned working to close the gap? The final evaluation or Summative evaluation is done after the implementation stage. The methods used in the analysis stage in the AFM will be used again to assess if the participants, by going through the process of meetings, simulations and role playing are motivated enough to produce quality output. More importantly, will the decision makers after going through the process are convinced enough to change organizational polices regarding job design that can affect the BEST scholars and their colleagues in their departments.AFM
If the decision makers do not see any problems and as a result of the non-action of the officials, the BEST scholars and their colleagues continue to underperform, then a review of the entire process must be done.