Needs Assessment

I was employed by an organization which provides public health services in the city I reside. This opportunity was my first job within a governmental agency and it allowed me to learn about governmental policies, processes and limitations, to say the least. This organization experienced two rounds of personnel reduction within a year’s time and subsequently, the staff that was retained was required to inherit additional duties. Unfortunately, the loss of personnel created efficiency issues. It seemed that the personnel who worked at the clinics suddenly forgot the tasks they were required to do on a daily basis and this created a backlog of work in the clerical area. Billing became backlogged, faxes were not being addressed as required, and referrals were not being processed. No one realized what was happening until a problem arose.

 

Until today, this issue continues happening and no one has been able to find a solution. In performing a needs assessment at this organization, I would first obtain the buy-in from the Administrator. I would also ensure that I obtain the buy-in from other executive leadership as the executors for the organization, the assistant directors who oversee the clinics, the subject matter experts – key personnel such as the clerical supervisor, the billing lead, and clinic manager.   

 

Some of the questions I would ask the executive leadership would be:

What are the results of the current performance and how is this performance affecting the efficiency and overall organization?

Based on your assessment, is there a need for training? Within the departments or the clinic setting?

Who would be the key staff who can provide current status of the organization?

Are there any foreseen roadblocks from mid level or first level  management I should be aware of?

 

Questions I would ask the assistant directors would be:

What will be their level of hands on involvement in this initiative?

Are there monetary constraints which could affect the development of a strategy to counteract the current deficiencies in performance?

Who will be designated to assist in training the staff?

Which function of the organization should be the main focus for training? Who should be trained?   

Who are the SMEs or champions of the deficient processes?

 

Questions I would ask the SMEs (billing/clerical) would be:

What processes are being completed as required?

What is the current backlog in each area? What are the timeframes? What are the goals?

What function is mostly affected? And what function is the priority? Billing, referrals, fax management?

How is the organization/clinic affected when these processes are not completed? What are the effects to other functions? What are the effects to the customers?

What skills needs are needed to complete each function? Do all the staff have the required skills and knowledge to execute the duties, based on your knowledge?

 

Documents or records I would like to see are work samples, policies and procedures, standard operating procedures, logs for tasks requiring logging such as faxes, backlog of claims, deficiencies/losses created due to current situation.

 

Techniques I would employ would include observations, questioneers, interviews, documentations such as policies and manuals and historical data. This will enable me to analyze the current process and environment, it will provide me data and information as well as a visual understanding of how the process is currently completed and the factors preventing the completion of the tasks as required. It would also allow me to obtain information from the staff regarding their understanding and interpretation of the processes and provide me insight as to what they feel is working or why it is not. In addition, I would potentially work with a focus group for defining and implementing revised processes and procedures.

Reference

Noe, R. A. (2013). Employee training and development (6th ed.). New York, NY: McGraw Hill.