13. Task Statements and Training Design

This chapter begins the section of the book that addresses the question of how to use the information that results from a work analysis. This chapter specifically addresses questions related to the design of training programs, when the training content is drawn mostly from a task analysis. Any meaningful discussion about designing training programs based on task information is virtually nonexistent in the human resource development (HRD) literature. Part of the issue is the misconception that task analysis is best suited for analyzing work that is relatively simple, procedurally based, and technical in nature. In that sense, any training program based on this information would be considered simple and straightforward as well. As discussed throughout the book, the reality is that work has become much more knowledge-based, requiring that workers engage in much more critical thinking along with engaging in their actions. So the understanding of tasks and task analysis should progress far beyond the preconceived notions of the past. The question of concern for many HRD professionals now should be how to design training programs based on knowledge-based tasks? This chapter will not address the entire training design process, which would require an entire book unto itself. This chapter will cover only two aspects of particular importance when designing training programs: deriving training objectives from task statements and organizing the knowledge components of tasks. The knowledge components often represent the prerequisites of the task.