Running head: IDD ANALYSIS WORKSHEET

IDD Analysis Worksheet

Filling out this worksheet should help you to organize your initial insights and analysis about
your individual instructional design (ID) topic.
As you fill in information in response to the prompts in this worksheet, you will be learning how
to do the analysis toward creating your final IDD.
Please keep the headings and instructions intact as you’re writing.

Brief Introductory Info

Provide information in this table to give the briefest idea about your topic.
Your Name
Your IDD Topic
Organization (Where the learning
solution will be implemented)
Learners (Target Audience—it’s
possible that you’ll have both a
primary audience and a secondary
audience)
Amanda Berry
Employee Engagement Surveys and Analysis
Monterey County HR
Primary: Managers and Supervisors of all Departments
within Monterey County who wish to improve
employee relations and performance within their
department. Managers will be provided with resources
(i.e. websites, journals, and interactives) to increase
performance or satisfaction in areas of need as identified
from data. They will then create an action plan through
the use of SMART goals.

Needs Assessment
Data Collection. Briefly describe how you collected data about your situation. Possible sources
and methods include: interviews, observation, surveys, reviewing work products or reports. You
may include questions and raw data in an appendix.

First Source (e-mail)

Yvonne Walker, Ph.D., IPMA-SPC Human Resources Manager. Mrs. Walker provided

Dr. Lara with pdf documents outlining needs in the County of Monterey. After reviewing three

possibilities, the Instructional Designers chose to pursue Employee Engagement. Mrs. Walker

then introduced Mr. Sells to the Instructional Designers.

Second Source (e-mail and Zoom)

Wendell Sells Management Analyst III HR Dept. Mr. Sells was available to speak with

the Instructional Designers through a Zoom meeting during which he answered queries about the
IDD ANALYSIS WORKSHEET 2

scope of the project. He also provided the current Engagement Survey Questions, the 2018

Countywide Employee Engagement Report, as well as the 2018 Employee Engagement SMART

Goals.

Third Source (if Needed)

Mr. Sells stated that a new Manager of Employee Engagement has been hired. She will

begin her role in early December. Once she has become acclimated to her position, she may be a

new point of contact moving forward in the Capstone.

Problem or Opportunity. Based on the data you collected, describe the issue you want to
improve, whether solving a problem or taking advantage of an opportunity.

Here’s Where We’d Like to Be

The County would like higher participation than their current 52% in their yearly

Employee Engagement survey. Results from the survey are used to create SMART goals for

each department in order to generate improvements. Survey categories are: career development,

work engagement, compensation, benefits, work environment, job satisfaction, your team

Supervisor, Division Management and Department Leadership. Managers and supervisors will

then use resources provided to train employees in order to further improve engagement in desired

areas. Survey results will be used to develop initiatives, trainings, programs, best practice and

policies to enrich County employees’ work experience.

Here’s Where We Are Instead

The Employee Engagement Survey has been in use for two years. Current results of

employee participation in completion of the Engagement survey are as follows: 2017-32%

participation, 2018-52% participation. The survey is currently available through Survey Monkey

and paper hard copy. Of 3,915 exempt and non-exempt employees of the County of Monterey,

1,272 responded. Managers currently have guidance on creating SMART goals that includes:
IDD ANALYSIS WORKSHEET 3

packet with overview of what engagement is, mini agendas, talking points to get to solutions,

template progress check, and documents.

This Is the Gap We’d Like to Fill (The Difference Between What
Should Be and What Is)
Continual implementation of the Employee Engagement Survey will provide qualitative

data on all areas of Employee Engagement and Satisfaction within the County. Once trends are

determined, Management teams working in conjunction with the Employee Engagement

Manager will be able to implement improvement strategies to meet SMART goals that address

perceived areas of need.

Cause(s) of the Gap. Explain what’s causing the gap. You may not have all three of the major
causes shown below. If not, indicate which ones don’t apply to your project. For those that apply,
write a few sentences to describe the cause.

Lack of Knowledge, Skills, and/or Attitudes

Within the county there seems to be a lack of Attitudes with regards of the survey. It has

been reported that some employees choose not to complete the survey out of fear of retaliation

due to expressing their honest opinions. It is important that the managers understand and address

the perceived negative attitudes through learning more about where these issues stem from.

Management should consider understanding causes of deficits to increase their knowledge of the

employees.

Lack of Motivation
Management will understand the importance of motivating their departments to complete

the surveys. When reviewing survey results, one department did report 100% of employees

completing the survey, while other department completions ranged from 0-80%. It would be

prudent to interview the department manager with 100% completion as to what they had in place

to motivate their employees to complete the survey.

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Issue(s) in the Organization or Environment

There does not seem to be an issue with environment or organization. The management

teams seem organized based on initial contact and conversations with Mr. Sells.

Initial Solution(s). Briefly describe your initial ideas for removing the gap. We’re studying how
to do instructional design in IST522, so we’re hoping that there’s a gap in knowledge and/or
skills that you will want to close with a learning-oriented solution. Many times, there are other
gaps that you should consider (or point out to someone in your organization), even if you will not
try to conquer them with your IDD project.

Learning Solution
There are two possible learning solutions. First, is to create a database with resources for

Managers and Supervisors to access. The database will contain a variety of websites, journal

articles, and employee engagement strategies for them to choose from. Providing them a variety

of tools that promote engagement will allow them to pick the one most suited to their team.

Another possible learning solution would be providing an LMS that acts as a point of

access for new Managers and Supervisors to learn about Employee Engagement Strategies.

Providing a course on how to promote and encourage Employee Engagement will allow new

Managers to be mindful of Employee Engagement from the very start of their position.

Understanding what motivates and drives employees will increase efficiency of Management and

improve Manager – Employee relations and trust.

Other Possible Solutions

Create a semi-annual mini survey to identify potential areas of need prior to

administering the annual Employee Engagement Survey. Implementing interventions based on

results collected prior to the annual survey could result in higher participation as well as more

positive results in various categories of the survey.

Goals for Your Project. Organizational goals often include things like saving money,
increasing customer satisfaction, improving quality, increasing the percentage of students
IDD ANALYSIS WORKSHEET 5

reading at grade level, decreasing the dropout rate, or providing personnel who have reached a
certain level of fluency in key languages. Learner goals are less formal and precise than learning
objectives. Often, they are not particularly measurable. For a learner goal, we’re looking for a
broad statement about what the learners will learn. See Piskurich, pages 130 to 131, for
definitions and examples.

Main Organizational Goal(s)

One goal that was communicated with us was an increase in participation in completing

the Employee Engagement Survey. Once the Employee Engagement Manager has begun

working, we will work with her to identify further measurable goals for Managers and

Employees.

Main Learner Goal(s)

Learner goals will be determined once more information is collected from meeting with

Wendell Sells and the new Employee Engagement Manager.

Learner Analysis
Data Collection. Write a sentence or two to describe how you collected data about your learners.
Possible methods include: observation, interviews, focus groups, surveys, and reviewing work
products or reports. (You might, at this point, have only one source, or you might have more than
three. The headings are there to provide structure for your answer.) You may include questions
and raw data in an appendix.

First Source
Wendell Sells provided us with last year’s survey results and questions regarding

Employee Engagement. (see Appendix)

Second Source
He also sent us the 2019 questionnaire. Some questions were added based on results from

the 2018 questionnaire. (see Appendix)

IDD ANALYSIS WORKSHEET 6

Third Source (if Needed)

SMART Goals document detailing each department and the goals created by them based

off of survey results. (see Appendix)

Learner Profile. Describe your typical learners (they will often possess a range of knowledge,
skills, and other characteristics). Include additional information if you have a secondary audience
for your learning solution. Most important will be information about relevant experience, prior
knowledge (what they already know about your topic), tool skills, aptitudes, attitudes, and
motivation for learning what you want to teach them.

What Work or Study They Are Doing Now

Currently, Wendell Sells, the Management Analyst in the Human Resources Department

is responsible for creating the Employee Engagement Survey. Managers and Supervisors work

together to review results and create SMART Goals to improve areas of need.

Prior Knowledge About This Topic

Managers currently have guidance on creating SMART Goals based on survey results.

Content available to them includes: packet with overview of what engagement is, mini agendas,

talking points to get to solutions, template progress check, and documents. They also have

varying degrees of experience and backgrounds as Managers or Supervisors of their department.

Tool Skills
Currently Managers have access to a training module on how to best improve

engagement within their departments. They also have training in creating SMART Goals. Each

manager also brings with them their prior experience and knowledge. Departments have freedom

in choosing how to move forward with meeting Action Plan Goals. External consultants and

Project Managers are two ways that are used currently by some management teams. Strategies

for employee improvement varies from department to department.

IDD ANALYSIS WORKSHEET 7

Expected Ease or Difficulties in Learning

Managers and Supervisors have experience with analyzing data to create goals that

benefit their department. They also have experience with completing the surveys themselves.

This understanding of both sides of the survey is beneficial to understanding and implementing

effective strategies of Employee Engagement.

Motivation for Learning About This Topic

Learners are motived to increase Employee Satisfaction and Engagement due to survey

results being a reflection of their leadership. Action taken as a result of surveys can impact

employee retention and satisfaction.

Other General Characteristics That May Impact Their Instructional

Experience
Current job responsibilities and obligations may conflict with time available to review

and implement learning resources provided through the Capstone. Learner perceived mastery of

content may also prevent participation.

Prerequisites or Entry Requirements. If applicable, note any requirements that your learners
must meet before they are eligible to take the learning solution that you will offer. (If not
relevant, say so.)

Prerequisites (Courses)
Must be a Manager or Supervisor who creates goals and strives to improve Employee

Engagement.

Entry Requirements (Everything Else)

No other requirements.

Context (Workplace/Environmental/Setting) Analysis

Data Collection. Write a sentence or two to describe how you collected information about the
context of your situation. Possible methods include: observation, interviews, surveys,
organization records. You may include questions and raw data in an appendix.
IDD ANALYSIS WORKSHEET 8

First Source
The primary source of information collection was speaking with Wendell Sells. He

emphasized how new the Employee Engagement Survey is as well as his hopes for moving

forward. Through yearly analysis, trends and issues can be identified and addressed.

Second Source
Mr. Sells provided us with documentation detailing 2018 survey questions and results,

current 2019 Survey, as well as SMART Goals created by various departments. Reviewing

provided materials allows for analysis of results and how they align with department goals.

Third Source (if needed)

The new Employee Engagement Manager will be a third point of contact once her

employment begins.

Numbers & Locations. How many people are in your target audience, and where are they?

Number of People in Your Target Audience

Within the County, there are twenty-four departments with over 5,000 employees. There

are approximately six-hundred management/supervisor rolls.

Location(s) of People in Your Target Audience

The Target Audience locations vary depending on the location of their offices throughout

Monterey County. They will also have the option of accessing material online wherever is best

for them.

Work Setting Logistics, Resources, Constraints. This might include instructors, classrooms,
and availability of tools, equipment or technology.
IDD ANALYSIS WORKSHEET 9

Classroom Instruction Considerations (If Applicable)

All deliverables will be available online to avoid restrictions in access. If Managers

and/or Supervisors decide on classroom instruction, it would be prudent for them to be sure the

setting provides internet access.

Online Instruction Considerations (If Applicable)

Training materials will be available to participants through an online platform that

requires a login. Only employees with access to deliverables will be able to utilize materials.

Content (Task) Analysis

Data Collection. Write a sentence or two to describe how you collected information about the
content for your learning solution. Possible methods include: interviews with subject-matter
experts (SMEs), documentation, observation of master performers (or others), existing courses,
and articles, video tutorials, etc. You may include questions or other details in an appendix.

First Source
Interview with Wendell Sells, Management Analyst for Monterey County

Second Source
I also conducted my own research through Google Advanced Search about Employee

Engagement.

Third Source (if needed)

I would like to meet with and interview a SME on Employee Engagement. Gaining a

deeper understanding of all aspects of Employee Engagement will aide in the success of

Capstone implementation.

Content to Include. Describe the main tasks, content, or procedures that you intend to include in
your module. Your earlier analyses should help you to decide the level and depth of these tasks.
Include citations for your content descriptions if you consulted written sources. Include general
statements about how well your learners should be able to master the content.
IDD ANALYSIS WORKSHEET 10

Main Tasks to Master (Overview of the Content)

This IDD module will focus on increasing Employee Engagement as a result of data

analysis procured from the Employee Engagement Survey. Managers and Supervisors will have

to come together as a team to identify areas of need based on Survey results. Once areas of need

are identified, they will utilize Learning Content presented to them through this IDD to improve

Employee Engagement in identified areas. Successful implementation of Employee Engagement

strategies will be identified through yearly analysis and comparison of Employee Engagement

Survey results.

Essential Declarative Knowledge (Things People Should Be Able to

Talk or Write About)
Knowledge of multiple Employee Engagement Strategies. Managers and Supervisors

should be able to share their knowledge of Employee Engagement Strategies with their team

responsible for ensuring success of SMART Goals. Sharing Employee Engagement Strategies

with new and current Managers and Supervisors will improve performance within the many

departments of the County.

Essential Procedural Knowledge (Things People Should Be Able to

Do)
Managers and Supervisors should be able to identify Engagement Strategies that best suit

the needs of their department as identified from the Survey. They should be able to use their

knowledge and experience as Managers to determine the best strategy to apply given the

situation.
IDD ANALYSIS WORKSHEET 11

Appendix
IDD ANALYSIS WORKSHEET 12

SMART Goal Performance Measures (how SMART Goal

ID Department SMART Goal Due Date will you track progress towards the goal?) 2019 Target Theme
Commit to bi-weekly meetings, with set Did agenda item increase awareness and
Admin - Budget agenda to share current projects, goals and 1/2/2019 communication? Will monitor by having
1.01 and Leguna Seca deadlines. quarterly feedback sessions. Communication

Provide feedback to supervisor by end of

1/2/2019
Admin - Budget Create training and development plan to November with list of ideas for training and
1.02 and Leguna Seca increase team knowledge. professional development. Communication
Timely evaluations 100% completion (set
Create growth opportunities for employees important sates in outlook to meet
Admin - Budget, by completing performance evaluations with deliverables, seek employee feedback Performance
1.03 CP, Fleet (Leads) SMART goals and two-way communication monthly to ensure goal expectations). Evaluations
Set date for the event, track attendance,
Annual CAO Department (all hands) and budget (employee survey feedback on
Admin - Budget, Employee Appreciation event to the event, future events and individual
1.04 CP, Fleet (Leads) acknowledge the team's accomplishments. discussions). Recognition

Contracts and Purchasing will report to

upper management monthly totals of Total revenue savings (internal), surplus
Admin - Contracts revenue and savings by departments' using sales (external) - monthly report to Process
1.05 and Purchasing surplus items vs buying new (countywide) management. Improvement
Track monthly hours spent in surplus that
office workers must man due to no Continue to report to upper management
warehouse worker. Report to upper the (8407) need for a trained warehouse
Admin - Contracts management increasing revenue by worker and the money they will help Process
1.06 and Purchasing decreasing expense. generate letting office to their job. Improvement
Admin - Finance Starting monthly - updates - progress
and Meet with supervisor or manager to 1/1/2019 reports (goals, clear expectations -
1.07 Administration establish monthly one-on-ones for new year. workload, program resolution) Communication
Admin - Finance
and 1/1/2019 Supervisor sponsored recognition day for
1.08 Administration Establish quarterly group meetings. the group. Communication
Implement a quick meeting every Monday
from 7:00am - 7:10am to know expectations,
11/19/2018
Admin - Fleet who's in and out and the agenda for the
1.09 Management week. Meeting minutes and suggestion box. Communication
IDD ANALYSIS WORKSHEET 13
IDD ANALYSIS WORKSHEET 14

Monterey County 2019 EmployeeEngagement Survey

Dear County Employees,

I am pleased to announce the launch of 2nd Annual Employee Engagement Survey which will serve as a tool to assess employee morale, satisfaction, and
engagement. The survey will allow us to measure how employees feel about their daily work, existing County programs and services, and opportunities
for professional growth. The survey will obtain employee feedback on the following areas:

Career Development Your Team, Supervisor, Division Management & Department Leadership
Work Engagement Benefits
Compensation Work Environment
Work Engagement Job Satisfaction
Career Development

The survey should take you no longer than 15 minutes to complete. The survey will remain active and open until Friday, November 1st, 2019. All survey
responses will be anyomous and your method for completing the survey will not be captured in the reports. To further ensure your results will remain
anonymous, your feedback will be combined with those of your colleagues. Your completed survey can be submitted by one of the following methods:

1. Provide your completed survey to our department s HR Anal st(s)

2. Scan and email your completed survey to Wendell Sells (sellsw@co.monterey.ca.us)
3. Send your completed survey via interoffice mail to Wendell Sells or drop it off at the Government Center (168 West Alisal Street,3rd Floor,
Salinas, CA 93901)

Your feedback is very important to us as the information gathered from the survey will be used to develop initiatives, trainings, programs, best practices
and policies to enrich emplo ees work e perience in our organi ation. In the future, results will be continuously compared throughout the years to
examine trends and to measure our success at improving the overall employment experience and workforce development.

Thank you for taking the time to complete the survey.

Sincerely,

Charles J. McKee
County Administrative Officer

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