Basic RulesThese rules are important concepts that are true in most instances.
When I first began work as a trainer, I was initially surprised at how useful and effective job aids always seemed to be. Starting out in training, perhaps I was guilty of assuming that if a solution didn’t involve formal, structured training as a means of passing on knowledge, it couldn’t be effective. Additionally, I really couldn’t appreciate the value of something that can be as simple as a laminated piece of paper small enough to fit in a shirt pocket.
In any case, early in my career I tended to view job aids as adjunct or support items to the primary solutions I proposed and delivered. So, it never ceased to amaze me that the job aid often seemed to be as or more effective in producing results than the primary solution. When I learned how to conduct return-on-investment analysis, I was stunned to see how the magnitude of the payoff of job aids compared with other options such as traditional classroom training or organization development initiatives. I probably spent the first five years of my consulting career underestimating the impact of job aids on performance, only to be reminded again and again of their potential effects on the bottom line. Conversations with frontline performers reinforced how valuable job aids can be.
Fortunately, I’ve learned from my early mistakes, and I’ve come to rely heavily on job aids, which are often the most effective and sensible approach to getting results for clients. These days, when internal and external consultants are pressured to generate results quickly with minimal resources, job aids are often the best approach to boost performance. Additionally, there are times when a dispersed or international workforce can’t come together for instructor-led training and may not have the technology and budget for e-learning solutions. Even when face-to-face training, e-learning, or some blended solution is workable, a job aid may be a critical support tool to ensure that the training “sticks” or that application occurs accurately and completely. And the possibilities with job aids on mobile devices open up a whole new world for performance support.
Even if a job aid doesn’t have the greatest impact on improving performance, sometimes it’s the only realistic option in these fast-paced, resource-constrained times. To summarize: If you aren’t looking at job aids when you design solutions for your clients (either as a stand-alone solution or something to augment another initiative), you’re missing out. Even when other approaches are your primary solution, job aids can really enhance implementation and application.
This book is a second edition. Why write a second edition on this topic—what has changed? Well, when I wrote the first edition, the concept of content on mobile devices wasn’t a practical consideration for most organizations or instructional designers. Additionally, I’ve added a lot more detail about job aid tips and tricks, especially around specific job aid formats. So I think this second edition not only covers a critical area that has emerged in the 15 years since the original book, but also is a more user-friendly version that provides expanded practical detail on application.
In short, job aids have never been more important.
This book is aimed at providing you with the practical basics of job aids and their use and design. It was written specifically for people who have little or no experience in developing job aids. You’ll find little emphasis on theory, models, or the pertinent literature in this book. The focus is on a practical understanding of the development and use of job aids. If you don’t know much about job aids, this book is a very good place for you to start.
You could be an instructional designer who has mostly created training or perhaps technical manuals. You could be a team leader or subject matter expert who has never been responsible for training, but now is expected to help get better performance from teammates. You could be a manager seeking to help new hires with work transitions, where onboarding efforts aren’t sufficient to acclimate performers. Or maybe you’re just looking for ways to do your own job better. For anyone in the situations I’ve just listed, this book is for you.
I want to make an important point about the job aid examples presented in this book. I’ve tried to offer a range of examples, including some from different consultants whose work I admire. In some cases, I provide general advice for formatting job aids, but not all the job aid examples adhere strictly to some of that advice. The formatting rules aren’t absolute, and I also wanted to show job aids from a variety of different sources, including some very good consultants who have different standards for formatting. Seeing different looks and styles for job aids is an intentional strategy of this book, allowing you to compare them and form your own standards.
Plus, it’s important to recognize that very few rules about job aids are absolute; a good designer knows when to break one rule in favor of another. One of the challenges in designing a job aid is that basic design rules (such as providing plenty of white space and explaining conditions for use) often come into conflict, making it necessary for the designer to determine which rule to break. So keep this in mind when we cover ground rules and tips for effective job aid design.
Job Aids Basics first outlines the various uses for job aids, and the kinds of job aids you’ll encounter. Chapter 1 is a great primer for those who are unfamiliar with the concept of job aids; it describes what is—and isn’t—a job aid, and explains their use in improving human performance. Similarly, chapter 2 details the common kinds of job aids—you’ll be surprised at how simple some job aids can be!
Not every situation calls for a job aid, and chapter 3 can help you determine when to use one, along with which format is best. As I mentioned earlier, mobile devices have become a great new job aid platform in recent years. Chapter 4—new to this edition—shows you the smart way to create job aids for these devices, as well as how to avoid common mistakes people make when designing and implementing these types of job aids.
The second half of the book is devoted to the process of designing, implementing, and evaluating job aids. Chapter 5 reviews the steps to developing a job aid, including the proper impetus, or trigger, for creating one. Chapter 6 offers tips for building a better job aid, along with design best practices. Chapter 7 describes how to test and roll out a job aid so that people will actually use it, and chapter 8 will show you how to determine if the job aid accomplished the business objectives you set out to meet. Finally, chapter 9 wraps up with common mistakes people make throughout the job aid process, and how to avoid them.
This book has plenty to offer in the way of content that can help you every day. Some icons will alert you to key features of the book.
Each chapter opens with a short summary that serves as a quick reference to the chapter contents. Use this section to identify the information in the chapter and, if you wish, skip ahead to the material that is most useful to you.
Basic Rules
These rules are important concepts that are true in most instances.
Noted
This icon flags sections with greater detail or an explanation about a concept or a principle. Sometimes it is also used for a short but productive tangent.
Think About This
These are helpful tips that you can put in your back pocket to pull out when needed as you prepare to design a job aid.
The final section of each chapter supports your ability to take the content of that chapter and apply it to your situation. The focus of this section is mostly on job aids and tools for understanding the content. Sometimes this section contains a list of questions for you to ponder, sometimes it is a self-assessment tool, and sometimes it is a list of action steps you can take to improve your skills and help increase the chances for participant success.
This book could not have been written without the support, advice, and wisdom of many people. Joe Harless was one of the first voices in the performance wilderness calling attention to the power of job aids. Allison Rossett is a giant on this topic, and her work has been a great resource; nearly every book, presentation, or paper on the subject draws upon her contributions.
A host of consultants have entertained my foolish questions and shared their wisdom over the years while patiently explaining the error of my ways. I thank Paul Elliott, Joyce Kozuch, Michael Balbirer, Ethan Sanders, Mary Broad, George Piskurich, Geary Rummler, Dennis Mankin, Ken Kincaid, Janet Bernhards, Laurel Rosinger, Phil Anderson, Tim Griles, Cynthia Denton-Ade, Marcy Greenberg, David Mosher, and Rebecca Birch for insights that have contributed in various ways to this book.
And there are a number of people who made critical contributions to this second edition, particularly around content involving mobile devices. I want to offer thanks to Ann Rollins, Britney Cole, Taylor Bixler, Joe Ganci, Cindy Huggett, and Shannon Tipton. Many clients have allowed me to see their work and shared their insights and mistakes. All these folks have broadened my understanding of job aids and performance. Their contributions are reflected in the advice contained in this book.
I also want to acknowledge a group of designers and performance consultants who allowed their work to be used in this book as examples. Specifically, I want to thank Cynthia Denton-Ade, Geary Rummler, Timon Hazell, William Wake, and Bill Horton. I also acknowledge my son David for his support with graphics and production. As is true for many of his generation, he’s more computer literate than his parents are. Several of the job aids examples in this book are a result of his work.
Last of all, I wish to thank my wife, Cathy, for her support and encouragement throughout the entire process. Being married to a writer is no easy task, but she has proven herself to be a saint.
Joe Willmore
September 2018