Biomedical Engineering Reference
In-Depth Information
business process metric. The Performance component usually
has both individual level and group level (work team)
elements. There is a feedback loop between the performance
and the training event. As we observed before, it is possible
that the task performance by the trainee was unsuccessful. In
that case, the adequacy of the trainers' ability or preparation,
the suitability of the training materials, the capability or
motivation of the trainee, as well as the timing or situation
of the training event (or a combination of these) can be called
to account.
The core concepts of Performance are as follows:
■
a real work setting; wherein
■
a trainee engages in a training-related task; and
■
the task is completed, either successfully or unsuccessfully.
21
This concept of Performance is not always logistically feasible.
Which tasks in a specifi c process must be completed? How can
a real work setting - with all the demands of production and
output - be accessed for training purposes? These are diffi cult
questions to answer, diffi cult enough that it is frequently
necessary to use proxies for purposes of training assessment.
Whether core concepts of Performance or their proxies are
utilized in assessment of training, they must be documented
in procedures, protocols, and SOPs. An SOP stipulates the
standards for the core concepts of Performance or for the
proxies.
Turning fi rst to the core concepts “real work setting” and
“training-related task,” if that setting is unavailable for task
samples, or the task itself is inaccessible, a surrogate measure
must suffi ce. Brinkerhoff gives the example of training on
cardiopulmonary resuscitation (CPR) techniques: “Barring a
workplace heart attack, we would fi nd no on-the-job
application of the skill learned.”
22
