Human performance describes the summative value of the results generated by people working within a system and as such, Human Performance Technology encompasses those applications and principles that are geared at meliorating impact of human performance and all other factors that improve its results (Pershing, 2006). In this case, it is applied in the collection of data from all the customers of Turmeric & Spice (that is the 100 international importers in their business) and overcome the current limitation of non-responsive survey recipients. An analysis of the current situation places the survey response at less than thirty per cent and thus the task becomes the kicking up of this figure to a minimum of thirty per cent or an even greater value
The feedback that T&C is likely to get from its 100 importers is important in that it will enable the exporter to streamline a few of the issues that form the cornerstone of manufacturing and service provision. Such issues involve the quality of the spices exported, how adequate the delivery time is for importers, and their preferred terms of trade and finally yet importantly, it will help in bridging the gap between management the buyer and seller.
For this, there arises the need for a metric based plan to increase the importer buy-in as regards the survey. This plan will include a detailed guide on the timing of this survey as well as the delivery of the same and a few guidelines on the data expected and its analysis.The plan will also add value to the organization through measurement and evaluation since human performance technology places emphasis on results and a systematic approach to viewing problems.
The Survey
Studies indicate that in response to the advent of the internet age, firms and large multinationals have invested heavily in IT to collect information from their customers and stakeholders. This effort, which is positive as regards compliance with the changing times, has, however, not made sufficient returns on invested capital. Five or six years ago, online surveys were received with commendable enthusiasm and as an outcome companies that had embraced the digital movement were beneficiaries to this method of data collection (Apa & Geneva College, 2004). Fast forward to today, the internet is full of online surveys to complete, many of them phishing swindles and are unnecessarily intrusive. The public responded to this influx of internet surveys by simply ignoring anything that has any mention of the word ‘Survey’ on the header. So the question of how T&C will craft a survey that will grab the attention of its international importers and have them take active participation in it comes up.
For starters, to overcome the multicultural barrier, and in a bid to uphold business ethics, the survey should be available in several languages, taking care to cater for all the stakeholders, both major and minor, so as to assure that they will be able to read and interpret it. Usually when a recipient does not answer to a survey, the first reason they give is that it was written in a language that they cannot comprehend.
The survey should open with non-intrusive general questions that will prepare the partaker to offer up information that will be critical to the provider, in this case T&C. Another issue to take into consideration as one begins building the survey is that it should be as brief as possible, if it is not short enough; in fact, there should be no indicator that it is long. Other dynamics of survey building when incorporated will assure that 80% of the recipients actually take part in the survey. This number translates to 80 of the possible 100 importers beginning the feedback process. Some good examples are not forcing the recipient to provide information about a product they do not buy. For instance, if T&C have a brand of Currie Powder that company X, Y and Z import, but not A and B, the latter should be allowed to give a non-answer response, which will then limit the type of questions they are subject to.
The questions should be brief and concise to ensure that they will be understood and answered as deemed appropriate. The questionnaires that entail the online survey should employ standard research methodologies to ease the analysis of the data.
The Timing
Timing is important when delivering a survey. T&C should allow for enough time for the products to permeate the entire distribution line up to the retail point, at which point feedback can be carried over from the terminal consumer to the retailer and all the way back to the importer. Essentially, the most adequate time for submitting such a survey is when each of the 100 importers are making an order for more merchandise from T&C. This way, T&C can rest assured that they will get accurate feedback from both the importers as well as the consumer, albeit the later will be indirect feedback, transmitted and tailored to suit the importer. Therefore, the accuracy of such is not very reliable (Linstone, 1999).
The participant of the online survey should be given enough time to fill in the questionnaire and as such, they have time to deliberate on the most accurate responses to give T&C. To ensure that they receive maximum response, T&C may make it a light requirement for each of the 100 importing companies to submit the survey to make them eligible for a discount or free oversees shipping. Since a one off feedback may prove uneconomical, T&C can come up with a tally for the highest number of surveys submitted over a five year period by an individual company and offer reimbursement of sorts to the company in question. This will drive up the rate of feedback up to all 100 companies every three to four cycles of the survey.
The Delivery
The survey can be packaged in an email, taking care not to mix it with promotional material as this may lead to a quick dismissal. If T&C have a system of online receipts, which they send via email, or probably a newsletter, they can attach the survey to either. This approach exploits the advantage that some of the corporate items are not likely to be ignored. Unlike advertisements and promotions, whose outreach depends on the creativity that has been put into them, but even then, their success depends wholly on the target audience, Newsletters and receipts will ensure that the survey is given adequate consideration and appropriate gravity before it can be ignored. The success rate of such a strategy is likely to be 50%
Data Analysis
Given that the survey is designed in accordance with standard research methodologies, data analysis is easily carried out using software that generates models depending on the dynamic being investigated. The best type of questionnaire is one that limits open answers, but does not completely ignore them, and provides a significant number of choices for each question. That way, trained staff can assess the open answer and multiple-choice questions can be assessed with the use of data analysis software (Vernon, 2009).
The results obtained from the survey are then considered by the management of T&C to apply the relevant changes to various departments and in general streamline the relationship between T&C and the 100 importers of their products. It will also enable the management to gauge the performance of T&C based on their goals, and track their improvement as well as response towards such surveys.
References
Apa, J., & Geneva College (Beaver Falls, Pa.) (2004). Human resource management applied research reports: Class 177, 2004. Beaver Falls, Pa: Geneva College.
Linstone, H. A. (1999). Decision making for technology executives: Using multiple perspectives to improved performance. Boston: Artech House.
Pershing, J. A. (2006). Handbook of human performance technology: Principles, practices, and potential. San Francisco, CA: Pfeiffer.
Vernon, D. (2009). Human potential: Exploring techniques used to enhance human performance. London: Routledge.
