Introduction
The major problem at DAI can be characterized simply: it is spending more
money to produce its product than it receives from its clients. The solution to this problem is not as easy to characterize because the nature of the problem is multidimensional and complex. Improved employee performance may be part of the solution for increasing profitability. While not every production difficulty may be resolved through instruction, specific training-on-demand interventions may reduce the number of costly revisions and develop well-rounded employees. The overarching goals are to facilitate an efficient production environment, high quality animations, and skilled employees.
Non-instructional Issues
Non-instructional issues have a dramatic impact on company performance. For example, DAI's pricing and forecast of expected costs involved during production determines profitability yet falls outside the scope of training. Without a thorough analysis of management aspects, a high degree of certainty cannot exist that any specific training intervention will lead directly to profitability. A variety of issues uncovered during such an analysis may undoubtedly contribute to the overall profitability problem. Insufficient controls may be placed on overhead and production costs, the organizational structure may be too complex to facilitate communication, and redundancy in management responsibilities may exist. While these issues demand immediate attention, employee performance is the only issue that is directly addressed by the Training Department. Characterizing performance problems and recommending adequate solutions will be the primary purpose of this report.
Instructional Issues
All pipeline employees must interact effectively with computerized animation systems so that quality animations result. Pipeline employees must know what inputs are required to produce the desired output and when the inputs are required. Knowledge of appropriate inputs requires technical knowledge, artistic knowledge, and an awareness of the desired output. Lack of any of these three things will hinder an employee's ability to perform optimally. At any given point during the animation process, one or more of these critical pieces of knowledge will likely be absent. The needs analysis and the recommended interventions will focus upon: 1) locating existing sources of information; 2) developing, capturing, and archiving information; and 3) developing means of distributing information.
Instructional Goal:
To increase productivity on the pipeline to industry standards by developing awareness of and increasing access to artistic knowledge, technical knowledge, and knowledge of output standards.
Needs Assessment
Interviews conducted identified the perspectives and concerns listed below
and the following needs description.
- Training Department: While responsible for coordinating vendor sessions,
maintaining intranet, and developing workshops, the department must ensure that
instructional interventions are successful.
- Finance: The rate of production (20% below industry standards) must increase.
- Visual Effects Supervisor: While noting that skill deficiencies may exist at the
time of hire, recreating the apprenticeship model may raise artistic quality by enhancing
employee talents.
- Animator & Compositor: Formal training is not meeting the needs of production
personnel. Skill acquisition occurs during production. This problem is exacerbated by the
amount and distribution of time available for training, especially as software updates
continue. Identifying employee skills is difficult, and morale is effected by concerns
about job retention linked to performance.
- Rotoscoper: The intranet is insufficient as an information tool. The
inability to display acquired skills for promotion effects morale, and skills may be
underutilized if job requirements and employees are not properly matched.
A desire for access to expert information and training on a regular basis
during production was reiterated throughout the interviews. One employee stated that as little as 1/2 hour a day interacting with an expert would greatly increase productivity. The constraints on time available for training due to the nature of the work process also creates frustration and effects output quality. Vendor-led training during "down-time" is not effective: employees are not retaining skills because they are not implemented immediately. Problems cannot be resolved in a timely way during production. Feedback from production management to the pipeline about anticipated changes is also lacking. DAI must capture and organize relevant technical, artistic, and output knowledge, and distribute it where and when needed.
Strategies for Meeting Needs
The following solutions are proposed as a comprehensive, synergistic plan
for delivering information and assistance on demand. While implementing any one strategy would address some training needs, the complete plan represents an instructional intervention that emphasizes just-in-time delivery of information and training. It capitalizes on employees' desire for instruction to be delivered during production and in their workspaces. As one animator expressed, "Real learning happens as you go along, and I think we learn a lot from each other."
Identification of Skills and Expertise
Personnel skills are not formally identified. Despite a general consensus
that certain personnel exhibit technical skills while others exhibit artistic skill, no mechanism exists to canvass production employees and determine specific, demonstrable talents. Identification of in-house talents and skills supports the development of internal experts to serve as resources for colleagues.
This strategy requires that DAI establish the core competencies necessary
to fulfill the requirements of each job and determine a baseline of skills above which an employee may be deemed expert. Any uncovered deficiencies would allow for employees to receive further training. This activity can be conducted when production is not ongoing. Results not only support development of in-house experts but also identify any weaknesses that impede output quality. Direct costs for testing employees and collecting data is not known. Programming expertise and sufficient technology already exist so that information can be stored as an electronic database.
Reorganization of Teams
To create the opportunity for cross-training and co-mentoring, teams should be composed of members who strengths and weaknesses are counterbalanced. The lack of communication between employees with technical skills and those with artistic training can be overcome by assigning team membership with the goal of matching skills and training needs. The expertise database can be used to match employees. Instruction would be continuous during production and encourages co-mentoring relationships.
Co-mentoring establishes employee relationships similar to those created
by apprenticeships. Co-mentoring will increase product quality and lower the number of revisions by pairing employees who serve as long-term instructors and resources for each other. As a formal system of employee development, co-mentoring requires that management reward collaboration and consider keeping teams intact beyond one production cycle in order to capture the long-term benefits of increasing quality output.
Development of the Current Intranet
DAI underutilizes the intranet as a means of sharing expertise, and existing orientation should emphasize its use. Because both programming assistance and sufficient technology already exists, the intranet should be expanded to serve information and training needs. It represents an effective "push" technology for delivering the latest software and training news directly to desktops. It also represents a "pull" technology that can be configured for searching information archives. The intranet should reduce the learning curve associated with each project: information about similar projects can be researched and specific questions clarified before production. If output needs to be changed or difficulties arise, solutions can be recorded for future reference.
The intranet is available regardless of the production cycle and can include:
- Searchable tip sheets about software tools and artistic skills relevant
to particular tasks
- An archived, searchable newsletter containing information about software
upgrades, recently solved problems, scheduled training with vendors, etc.
- Listserves
for each project to facilitate knowledge sharing between and among teams
- The expertise database so that employees can learn which skills are
necessary for promotion or job change
- A vendor area for questions about particular tools
- Demonstrations and tutorials
Re-directing Vendor Communications
The current model of vendor-developed training relies on information developed outside DAI being assimilated internally by production personnel.
No mechanism seeks to match in-house training needs with vendor presentations. Production personnel's needs should be expressed by the Training Department to vendors so that training develops applicable skills.
The intranet can serve as a communication tool with vendors through access
to the vendor area. Future plans may include real-time meetings between teams and vendors. Vendor-led training on demand during a production cycle could be highly effective if it addresses specific animation development needs for a project and occurs without removing employees from production.
Implementation of Feedback Mechanism
Both the expertise database and the intranet can support the implementation of a feedback process throughout the pipeline. Employee awareness of output quality relies on implementation of the intranet to deliver feedback during and immediately after production about performance and quality. Questions about client needs or the client's vision of a finished animation can be answered as they arise so mistakes are avoided and suggested changes implemented early.
The database allows for an effective match between project/client needs and team selection so that the probability of revisions is reduced. The Visual Effects Supervisor and the Computer Graphics Supervisors will be able to evaluate in-house talent and direct team selection accordingly. While this is not an instructional solution per se, management will have accurate information on demand about employees.
Training Department Changes
Each solution involves coordinating and implementing associated tasks and
managing communications between personnel and outside experts. Facilitating these processes requires designating a member of the Training Department as a Resource Coordinator responsible for communicating with vendors and teams, publishing the newsletter, monitoring the effectiveness of the intranet, identifying new employee skills for the database, and serving as a contact for employees with specific training requests that may require in-depth, external expertise. The Resource Coordinator bridges the gap between the pipeline and the Training Department. This change in duty is not anticipated to add new operating or personnel costs. All proposed interventions described above leverage existing personnel and technology supported by DAI -- no additional expenses are expected.
Alternative Solutions
Instructional
Increased vendor training during production may answer software questions
as they arise. Direct costs for training will vary with vendor. Time will be lost during production. Expected results may be problem and project specific although revisions may be avoided.
Creating a videotape library of vendor sessions provides an archive of software information for personnel. While information would exist on demand, employees may be removed from production for the duration of the tape. Other costs stem from recording, cataloging, and storing tapes.
Managerial
- Rewards: establish recognition in newsletter, bonuses for co-mentoring
participation, and team based performance bonuses; formalize promotion
process based on skill development. May incur salary costs.
- Change Organizational Structure: improve communication and production by
eliminating unnecessary layers of management. Eliminates salary costs and
increases feedback.
- Change Hiring Practices: implement mechanism to ensure appropriate
skills present in new employees. May increase human resource costs at time
of hire and salary demand by more qualified employees.
- Employee Development: implement employee development/human resources
practices that supplement proposed instructional solutions to reduce
post-production turnover. May increase costs of benefits, employee support.
- Create Communal Space: establish informal employee gathering spaces that
encourage communication across departments and teams. May incur one-time
cost of configuring space.
- Organize Project Space: assign production team members to the same floor
and workspace to facilitate communication. May incur some moving costs.
Recommended strategies can be implemented within the nine month time frame
because necessary resources are already in place. The database can be created by the programmer for immediate use. Co-mentoring relationships can be formed and encouraged within existing project teams. The newsletter can be developed and distributed quickly through the intranet. Communications with vendors can be improved immediately so that pertinent information reaches the pipeline as project needs dictate. Ultimately, proposed solutions are expected to enhance long-term performance -- especially as ongoing employee development reduces post-production turnover.
Conclusion
The proposed changes effect production employees and management directly
by changing the current performance space and relationships among personnel. The needs of clients also guide this proposal. Neither DAI nor clients are served by costly revisions and missed deadlines. The unmet instructional needs stated by personnel cost DAI time and money by obstructing performance and lowering quality. While focusing on specific employees, the changes are designed to benefit all parties.
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