Job Aids Basics, 2nd Edition

Now that you’re aware of the different types of job aids, it becomes critical to make wise decisions about when a job aid is appropriate and how to choose the right format. Each job aid format is appropriate for dealing with particular performance challenges; therefore, you need to choose the format that fits the needs of the performer and challenges of the work situation. This chapter can help you with those decisions.

When to Use a Job Aid

You’d think that in a book about job aids and how to use them, you’d see claims about how they’re so effective they can fit nearly every performance situation. The reality is somewhat different. Job aids can be nearly miraculous in terms of their impact on performance and are usually very cost-effective approaches to dealing with work problems. But, as the first chapter noted, job aids don’t deal with all kinds of performance problems. As you probably recall, job aids are effective only for information and memory issues. Consequently, you don’t want to use a job aid to address a performance gap that deals with motivation, organizational structure, or resources. Additionally, it doesn’t make sense to add job aids without a good rationale for their use—job aids can contribute to performance problems if they distract performers, force them to halt tasks to refer to them, or get in the way. The key to job aid success is appropriateness—the right format for a situation that benefits from the presence of a job aid.

Job aids aren’t appropriate for all work situations involving information or memory either. Even if the performance gap is due to information or memory issues, there are times when a job aid doesn’t fit. Typically, this will be because of the dynamics of the workplace or the nature of the performer. Also remember that in talking about job aids and when they are or are not a fit, you need to consider specific formats. There are instances where a checklist job aid is a good fit, but a step job aid is not.

Here are some of the work situations where a job aid is likely to be appropriate:

• The sequence is critical to the success or failure of the task. For instance, when installing a toner cartridge in a laser printer, you need to remove the cartridge tab before placing the cartridge in the printer. If you put the cartridge in the printer without removing the tab, it won’t print or you’ll have a laborious time removing the broken tab out of the printer path. If you find a job that involves work that must be done in a particular sequence (in some cases, this may be for insurance or legal requirements), then a job aid is usually appropriate. Sometimes managers insist that a particular sequence is critical, but this position might reflect their personal belief that “my way is the right way.” In fact, there might be multiple approaches that lead to an acceptable result. As a general rule, the more “white collar” the nature of the task, the more likely that there is a great variety of appropriate ways to successfully complete the work. Do not assume that just because the client or subject matter expert insists on a particular sequence that such a sequence is indeed the only or even best manner to do the work. Test this assumption.

• The job aid enhances the confidence of the performer. There are times when the presence of a job aid encourages the worker to be more confident and perform better. This might happen even when the performer doesn’t need to use the job aid; just the knowledge it is there boosts the worker’s confidence. One example is a presenter who has notes on index cards: The speaker may never need to refer to the cards, but their presence will likely reduce the speaker’s fears and improve the quality of the presentation. In other cases, a performer might not be willing to admit that a job aid would be valuable—especially around issues like confidence. You might encounter a situation where the performer doesn’t express a need for a job aid and doesn’t appear to be especially deficient, but the presence of a job aid would improve the speed and consistency of work because it serves as a safety net.

• The consequence of worker error is high. There are some situations where a mistake is extremely costly or can’t be undone once made. Some examples include air traffic control or bomb disposal and disarmament. Under such circumstances, a job aid makes sense. You want to do whatever is possible to reduce the chance of a mistake because the effect of the error would be so great. There is a range of different formulas and approaches to determine the consequence of an error. Some of these approaches also factor in how likely or frequent a mistake could be. Whatever approach you use to determine if the consequence of error is high, be sure to evaluate across the work process or extended enterprise. A relatively “minor” error on an assembly line could have major consequences because it forces others on the line to hold up production to compensate for it, thereby affecting the performance of everyone else.

• The task is rarely used or infrequently performed. If a particular job is some-thing that a performer doesn’t do very often, then memory is likely to become an issue. Workers might have to remember passwords that they don’t use frequently or work sequences that are needed only once a year. In such instances, the likelihood of forgetting key details is great. So, as a general rule, when a task isn’t used very often, it’s a good candidate for a job aid. This is one of the most important and best justifications for developing a job aid. Workers may insist that they “know” the information, but if they don’t have to use it frequently, you should start by assuming that accurate recall is likely to become an issue and then confirm that assumption.

• The task is easy to get wrong. When it’s easy to make a mistake doing a particular job, then you’ll want to identify ways to minimize the errors. A classic example of this might involve a new performer called to distinguish between particular pieces of action or decisions. For instance, a customer care representative in a call center might have to decide on the spot whether to authorize a full refund to a customer, allow a return of a problem item, or disallow any returns and refunds. In this instance, a decision table would provide excellent support to help ensure that the new worker makes the correct choice. Thus, job aids are one attractive option when a task is difficult to do correctly. Assuming that the problem isn’t with the performer (who might not be motivated to do the job well) or that a redesign of the job isn’t an option (it may be easy to make an error because the work is poorly designed), a job aid is a good way to reduce mistakes.

• The job depends on frequently changing information. Sometimes it’s too difficult to always keep people in the loop on a face-to-face basis because information changes so frequently or the workforce is dispersed. For instance, details about who is in the office on a particular day or which staffers are available to take calls are likely to change constantly. To hold staff meetings or to broadcast over a loudspeaker with updates isn’t realistic for most work environments. However, a board at the front of the office that shows who is in or out or a panel on the office phone that indicates whose lines are busy (and can’t take calls) are both examples of job aids that adjust to provide information that changes constantly. Given the rapid rate at which information changes, the importance of job aids as a means of providing updated information is critical. If a combination of turnover and revolving partnerships with firms outside the company results in constantly changing phone numbers and contact information, then employees can’t be expected to stay current with these changes. Instead, a job aid that captures these changes (so workers can focus on remembering data less likely to change) becomes invaluable. Additionally, the range of possible EPSS options to provide this information continues to expand as ingenious variations on technology are adapted. Using mobile devices or capturing such information through scheduled hot-sync operations or network updates are all increasingly popular.

• A job aid is a superior alternative to some training. In theory, training addresses knowledge and skills issues, whereas job aids focus on information and memory performance problems. In reality, training is thrown at a wide range of performance problems, many of which aren’t about knowledge or skills. Sometimes what is labeled training is really about providing information to performers who already have the skills to do the work. For instance, many shorter workshops that involve no skill building may be replaced or shortened by job aids. A seminar on new accounting procedures for finance officers is probably better served by spending less time in training and placing more emphasis on job aids. In such cases, a job aid might be a faster, less expensive, and more effective way of providing that information.

• A task is complex but can be easily described in detail. If a job lends itself to explanation or if it’s possible to break it down, then a job aid is a good fallback resource to have. For instance, a match job aid can be an effective way of clarifying what the product is supposed to look like. In some cases, however, the task is simple and explaining it through a job aid would slow the performer. Other times, a task is so complex, usually because of multiple paths or options, that it doesn’t lend itself well to description. In those cases, avoid using a job aid.

• A task requires a large body of information to be completed successfully. Some work requires a tremendous amount of information for the performer to complete the task. In such cases, a job aid is a good fit. This is especially true when the performer is new to the job and is still assimilating the information. Keep in mind that the job aid in this situation doesn’t need to provide all the information. Instead, you might consider using a job aid to remind the worker about the most critical data that the task relies on, or the information that is rarely used and therefore most likely to be forgotten. Job aids can also be used to help spur recall (by using an acronym). The key point is that information-intensive tasks usually benefit from the presence of job aids.

When Not to Use a Job Aid

There are also some circumstances when a job aid isn’t going to be successful because of the work setting:

• The job aid could damage credibility. Workers with a job aid posted prominently at their workstation might be perceived as less competent by their peers or customers. A performer who stops to refer to a job aid during work in a group may draw ridicule from co-workers who don’t feel the need to turn to their notes. Imagine if a national leader was delivering a speech on television and kept referring to note cards that had speech cues. Even if you design a job aid, that doesn’t mean it gets used. Sometimes peer pressure prevents performers from using job aids that they need and could benefit from. Highly trained performers (like medical doctors) may push back against a job aid, insisting that it’s an insult to their training and intelligence (Gawande 2009). A training course is often a poor means to determine if the job aid will damage credibility. Participants might be willing to try new skills or experiment in the class, but then, for a variety of reasons, fail to use those same skills at work. A job aid that appeared comfortable to use in a training class might be scorned in the work environment.

• The job aid would slow down or degrade performance. There are many work settings where use of most job aids is not realistic because it would distract from the job or force the worker to perform slower. For example, imagine trying to drive a car at high speeds on a congested road while referring to directions on a piece of paper. This behavior would be unsafe for the vast majority of drivers. Job aids, under certain circumstances, might slow performance by forcing the worker to reduce the pace of work, interrupt the work to refer to the job aid, or go slower for safety reasons. In many work scenarios, such as an assembly line or a job where pace is critical, it isn’t possible to allow repeated interruptions in service to check a job aid. In these cases, the job aid needs to be usable without interrupting the task, or it isn’t a viable option. If it isn’t possible to use a job aid, the solution is likely to involve either getting the performer to memorize the relevant information or redesigning the job so this is no longer an issue. Reworking could mean changing the nature of the work, dividing the task into subtasks, or even automating the work.

• The environment doesn’t lend itself to a job aid. This is a catchall category that recognizes sometimes the performer is likely to be in a situation where it isn’t possible to bring a reference or job aid along. For instance, when a worker performs in a very fluid work setting (such as visiting a range of client sites), it might not be possible to predict what job aids would be appropriate. Or, the performer might be a power worker, for example, who must repair utility lines at night in a thunderstorm, making it difficult or impossible to rely on a job aid. The rain, thunder, darkness, downed electrical wires, and need for mobility in the field would make most conventional job aids unrealistic for this environment. Other workers have to carry everything needed for the job while making field visits, such as a social worker or police officer walking a beat. They simply can’t afford the weight of one more item that must be carried or stored someplace. These are all examples where the environment doesn’t lend itself to many job aids. It’s critical to be realistic about the work environment and the challenges it presents to job aid usage. Given that caveat, don’t assume that just because the environment is challenging, a job aid is absolutely not workable. Very intense and high-stress work environments may increase the need for job aids. Such situations call for creativity on your part as a designer to create a job aid that is functional despite an environment that makes usage difficult. For instance, recall the section on reminder job aids that are embedded in a product or tool.

• Consulting a job aid might decrease customer confidence. Imagine going in to see a medical professional for treatment and having the doctor or dentist continually refer to a job aid on how to conduct the procedure you need. For many patients, who might already be suffering from anxiety, such a sight would reduce the confidence they held in their medical provider. In such work settings, even if the worker would perform better with a job aid, its visibility would likely reduce customer confidence. Therefore, in some settings, the most valuable job aids are the ones that are imperceptible to the public.

• Performer memory is a superior option. It might be easier to write something down or produce it as a job aid, but because of various work restraints, such as customer confidence, peer pressure, or difficulty in accessing the job aid when needed, there are times when the best option is to expect the performer to memorize the information. You can probably guess examples where memorization is a bad idea: when information changes frequently, when the information is complex, or when the information is used infrequently and, therefore, forgotten easily. You will get more details later in the book about how to determine whether you should expect the employee to memorize the information or go with a job aid instead.

Selecting the Appropriate Format

You’ve followed the advice in the preceding sections and you’ve determined if the performance gap and work setting are appropriate for a job aid. But, which format to use? Table 3-1 provides some advice you can use to choose among the 10 job aid formats you read about in chapter 2.

Table 3-1. Choosing Among the 10 Job Aid Formats

Job Aid Format	When It’s Appropriate
Reminder	Use this format when the work environment is complex and you want to keep job support as simple as possible so you don’t add to the complexity of the task. This can also be a good, quick, improvised job aid. (Think back to the Apollo 13 example from chapter 2.) It is good in situations where you need something right away but don’t have time to call in help to produce it. This is also an appropriate format when you’re worried about slowing up performance because typically the reminder job aid consists of only a few words or a symbol, such as an arrow reminding a mail sorter to keep the package pointed up. Finally, use this format if you are considering integrating the job aid into a tool or piece of equipment, such as a tire that lists the inflation tire pressure or a copy machine that has a page text symbol embedded into the plastic to remind users to feed documents face down.
Match	A match job aid often takes the form of a picture or a scale model. The purpose is to give a performer a clear comparison of items produced to the desired result. A match job aid is appropriate for a number of situations. When workers have a range of linguistic expertise, pictures or models will often be clearer than texts. Match job aids are also highly appropriate when there is only one type of acceptable result or product. To do this, the performer usually needs to compare an item to see if it meets a set standard or is of acceptable quality. Therefore, match job aids are useful for quality control. Match job aids are also good for new performers who haven’t developed the expertise to judge if the final product meets specifications. Consider this format when 3-D technology is available.
Step	Whenever the task involves a series of steps, a step job aid is appropriate. Rather than focusing on the outcome, the step job aid is good for workers who are still learning the process. A step job aid is also good when the sequence of steps in a task is critical.
Checklist	If there is a series of actions a performer needs to do before the work is complete (or before moving on to another aspect of the task), a checklist is an effective format. This is especially true if many of the actions are mundane and done repeatedly by the worker, making it easy to forget what steps were completed this time or the last. Use a checklist job aid to be sure that nothing is forgotten. Additionally, checklist job aids are also sometimes used for quality control. If a manager isn’t able to observe a worker actually doing the task, utilizing a checklist is also a form of oversight, much like punching in with a time card. Finally, checklist job aids can be useful for jobs that are very stressful for the performer, especially a new performer doing the task for the first time. By going through the checklist shortly before performing, the worker is reassured that everything is in order. For instance, military paratroopers will typically go through a parachute and equipment check shortly before exiting the airplane; this checklist is theoretically aimed at spotting problems with parachutes and equipment but is actually focused more at reducing anxiety and reassuring the troops before they parachute into combat.
Worksheet	There are three primary instances in which worksheet job aids make sense. First, if calculations or mathematics are involved, a worksheet job aid is appropriate because it can reduce the likelihood of error. Second, if you want to get performers to use standard formats for their work, a worksheet job aid can encourage people to follow a particular process or use a specific format to complete a task. Third, if there are a variety of ways to reach a particular result (so a step job aid isn’t appropriate), a worksheet job aid can provide an example showing new performers one correct method of doing the calculations. Worksheet job aids are primarily used with paper and electronic media.
Process Table or Flowchart	Use this job aid if there is a sequence to be followed but, unlike the step job aid circumstances, you can’t be sure where the performer will start. This is because the performer may need to consult a particular aspect of the process, such as where the work goes after the performer is finished, rather than starting at step one. Additionally, use this job aid when you want to provide a big picture or overview of all the work rather than just a limited task.
Decision Table	This format is appropriate when a worker is faced with several different options and must distinguish between them to choose the right answer. For instance, when a manager is trying to determine which disciplinary action is appropriate for an employee’s misbehavior, this type of job aid would help the manager determine what kind of violation the misbehavior was and what actions should be taken in response. A decision table job aid is also effective with new workers who have not developed the experience to differentiate among alternatives; it guides performance by reminding the new worker of the critical factors that distinguish the various elements.
Troubleshooting Diagram	Use this format when a performer must diagnose a problem and work through several stages or levels of diagnosis by eliminating symptoms and digging deeper to reach the correct answer at each level of diagnosis. Typically, what differentiates the circumstances in which a decision table would be used versus a troubleshooting diagram is that a decision table would determine the correct answer from among a range of alternatives. But, a troubleshooting diagram would involve eliminating a range of alternatives, then focusing on the remaining option to eliminate another level of options, and so on until the root cause or problem is identified. The troubleshooting diagram usually involves complex situations with multiple stages of analysis, or it uses a process of elimination to generate the correct answer. The troubleshooting diagram is a good means of encouraging a systematic approach to a problem, which is good for inexperienced or undisciplined performers.
Data Array	A data array job aid is best used when there is a pool of information an employee needs to pick from. The data array does not try to get the performer to use a particular process or to work through the problem; it could simply be a list of phone numbers or employee names and job titles. Use a data array job aid when information is not worth remembering, if it’s easier to put it on a job aid than remember, or if the information tends to change frequently because of office turnover, organizational changes, and so forth.
Script	This job aid is appropriate in a number of circumstances. First, if an employee is new and tends to be halting or unpersuasive in delivering a particular message, a script job aid can provide the words that the employee needs to say. Second, if precision in what the worker says is critical, a script job aid makes a great deal of sense. By providing a copy or a shorthand version of what needs to be said, this job aid increases the likelihood that what the performer says will be exactly what is supposed to be said.

Of course, there will also be times when you will want to combine formats (so it is a hybrid script–decision table job aid, for example). Deciding which format to use is a function of assessing the work environment (and the barriers to particular job aids) and an analysis of the task involved with the performance gap. Use Job Aid 3-1 as a quick reference guide to the different formats of job aids available to you.

Job Aid 3-1. Job Aid Format Selection

Use this job aid to choose the appropriate format for the work setting you’re dealing with.
If	And	Then Use This Format
You need a model or example to compare to		Match
The sequence is critical	The performer will start at the beginning	Step
You want to confirm that nothing was left out	The sequence isn’t critical	Checklist
Wording or phrasing is critical or must be exact		Script
The task involves calculations or filling in the correct answer		Worksheet
You want to encourage a particular approach or format (but can’t require it)		Worksheet
There are multiple pieces of data that the worker selects from	The data change frequently	Data Array
There are multiple pieces of data that the worker selects from	It’s easier to create a job aid than to memorize the information	Data Array
You must diagnose or choose the right answer from several options		Decision Table
You must diagnose or choose the right answer from several options	Proceed to one or more levels of other options to select the right answer	Troubleshooting Diagram
The correct sequence is critical	The worker might not be starting at the beginning step	Process Table or Flowchart
The correct sequence is critical	The worker needs a big-picture perspective on the process beyond the task	Process Table or Flowchart
The worker needs a big picture perspective on the process beyond the task	There is no sequence, process, order, or format requirement	Reminder

Bundled Versus Stand-Alone Job Aids

One of the decisions you’ll also face is whether to provide just the job aid or to combine the job aid with other solutions, such as training, organizational restructuring, or different company benefits. It’s important to let the front-end analysis be the driver for this decision. Front-end analysis involves determining what matters to the business, establishing the nature of the performance gap, assessing possible causes of the performance gap, and proposing solutions that are likely to have an impact on closing that gap. Instructional designers or trainers may turn to job aids because they take less time than training or because the designers are more comfortable with developing job aids than they are with changing a process, rewriting policies, or redefining the work. Choose a job aid because it’s appropriate for the performance gap, not because it falls within your comfort zone.

By conducting a front-end analysis, instead of just throwing a range of activities (some training, a couple of job aids, a team building activity, and perhaps a motivational speaker) at a problem and hoping that at least one of them sticks, you’ll be choosing solutions that have a real chance of solving the problem.

The second factor that drives the decision about whether to bundle job aids with other solutions is your evaluation component. Specifically, there are two elements to the evaluation equation. First, you may discover that although a job aid alone will not solve the performance problem, it will reduce it, and a job aid alone may have a much higher ROI than a bundled set of activities (such as training, a job aid, and some team building or coaching). Second, for evaluation purposes you may choose to implement the activities separately, rather than concurrently, so you can evaluate the impact of each. This level of evaluation is important if each of your various options is expensive to roll out and you’re trying to determine their individual effects, both to justify that action and see if it makes sense to delete one of the solutions from the overall package. By implementing each solution separately, you might improve your ability to isolate the impact of each solution.

Finally, you should never forget that many job aids require training of their own. It usually isn’t sufficient for you to just hand a group of employees a job aid (like a laminated pocket card) and tell them to use it. Try this approach and you are likely to have just produced an expensive and unique coaster for drinks. In many cases, you’ll need to train performers on the job aid itself if you expect them to use it and use it appropriately. In many cases, such training on how to use the job aid will determine whether performers feel comfortable turning to it during work or whether use of the job aid ends up interrupting the task and thus slowing performance. What you’ll likely discover is that the cost of producing a job aid and then training workers for two hours on its use has a far better ROI than taking the same pool of employees and sending them to a three-day training class sans job aid or just passing out a job aid.

Issues to Consider With Technology

One of the wonderful opportunities to exploit with job aid design is the wide range of options that have emerged as technology has become ubiquitous. The range of and reliance on technology for work only continues to grow, providing both opportunities and challenges for you as a designer of job aids.

We’re going to spend more time on job aids for mobile devices in chapter 4. But let’s take an initial look at job aids and technology. It is especially critical when using technology—whether to deliver the job aid or to serve as an information repository—to focus on how user friendly the technology is and integrate it into the work setting. Here’s some guidance for you to consider when you base job aids on technology:

• Use a particular technology because it fits the work environment. As obvious as this advice sounds, there is a tendency among many organizations to force-fit job aids into technology because the company has the technology available, with little regard for its appropriateness to the work setting and the ability to match the job aid to technology. This may happen because management falls in love with a particular delivery medium. For example, a touchscreen database that helps users troubleshoot problems can be a wonderful resource if the work environment lends itself to using the computer and the task allows for interruptions. If the task doesn’t allow for interruption or use of a computer screen is problematic, it’s a wonderful toy that users will avoid.

• Consider technology dispersion issues. Job aids designed to operate in particular software platforms may exclude part of the workforce if some performers have older computers or earlier versions of the software. A job aid that is disseminated through a mobile device may face incremental implementation if the organization replaces devices gradually rather than all at once.

• Determine variance in user expertise. Testing performer and work setting issues is more complicated when technology is involved. You can expect a wide range in the level of knowledge and expertise in most workforces when it comes to familiarity with a range of technology. Effective use of job aids delivered or embedded within technology will usually account for these differences.

• Support issues become more complex. Importing a job aid into the network, adding it to a website, or creating a pull-down screen with a software program adds to support issues. As a job aid designer, you’re responsible for creating the job aid, but who owns the responsibility for converting or adapting the pull-down menu when the organization changes the software the menu resides in? Who will update the job aid content on the website after your contract has expired? These problems can usually be resolved, but they require partnering with IT, operations, human resources, or other functions within the organization.

• Design with the technology in mind. There is a tendency for a lot of instructional designers to pull content directly from a course or PowerPoint slide and then put it on a phone or tablet. Not only are there issues with the design and layout that will require some changes, but the job aid needs to adapt to the technology. If the phone typically uses apps where the user swipes to advance screens, then the job aid needs to be set up to swipe. In other words, the job aid should look and feel similar to other apps and content on the device, because that is what the user expects.

• Contingency planning is important. Some technology is so reliable and ubiquitous that this issue becomes moot; the organization naturally develops backups to the system anyway, so the job aid is robust. For instance, many white-collar professionals have come to rely on mobile devices as a key work tool. However, some secure facilities don’t allow visitors to bring in wireless devices or laptops for meetings. If you depend upon mobile phones to send text messages to staff members about critical schedule changes, you have to recognize that sometimes the phone will be outside the network, in a building without coverage, or out of power. This becomes a problem if that scheduling is critical for performers, but the technology delivery method isn’t redundant.

Getting It Done

Now that you’ve had an opportunity to get some sense of what a job aid is and the potential value one can provide, Exercise 3-1 can help you apply the content from this chapter.

3

Determining Appropriate Job Aid Use

When to Use a Job Aid

Basic Rule 5

Think About This

When Not to Use a Job Aid

Basic Rule 6

Noted

Selecting the Appropriate Format

Bundled Versus Stand-Alone Job Aids

Issues to Consider With Technology

Noted

Getting It Done