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  • >> APRIL NEILSON: Fundamental analytical skills.

  • Today our presenters are Tess Escoto from the Employment Development Department.

  • Tess Escoto began her career with the Employment Development Department

  • after working in Human Resources in the private sector.

  • Tess's professional career began in training, as she developed a tutoring center for adults in Los Angeles, California.

  • This progressed her involvement and training and developing curriculum at every company she has worked.

  • Today she serves as a training officer for EDD University.

  • An experienced motivational speaker and singer, she has spoken and performed both regionally and nationally.

  • Tess has a Bachelor of Arts in English Literature,

  • with a minor in Human Resources from the California State University Los Angeles.

  • Our second presenter today is Lana Fletcher from the California State Secretary of State.

  • Lana Fletcher's profession career spans 20 years in project and executive management,

  • in both the private and public sector.

  • Her expertise covers a wide variety of areas, including the banking industry and interior design.

  • Lana believes in exceptional customer service as the basis for a successful professional career.

  • Her journey with the State of California began as a supervising technician.

  • She now holds the position of training officer with the secretary of state training teams,

  • and bringing a breadth of knowledge from her diverse professional background.

  • With that, I'd like to turn it over

  • and begin today's webinar by turning it over to Miss Lana Fletcher.

  • LANA FLETCHER: Thank you very much, April.

  • Good morning.

  • Today's class is Fundamental Analytical Skills.

  • Thank you for inviting us here today.

  • My name is Lana Fletcher, and my co-presenter today will be Tess Escoto-Arcio,

  • and we are looking forward to a productive class.

  • We will have April Neilson reading our polls.

  • Before we get started, please be sure to download the toolkit,

  • as I will be referring to this throughout the presentation.

  • Before we get started we'd like to do a quick poll for the audience.

  • April.

  • >> APRIL NEILSON: Thanks, Lana.

  • Okay, before we get started, we want to really gauge our audience

  • and get a little information about all of you attending today's webinar.

  • We have 818 people joining us today from across the state, so I think that's absolutely fabulous.

  • So let's go ahead and find out who do we have today.

  • So I've just opened up poll number one, so let's see how it rolls out here.

  • Oh, the alternate key strokes for answering the poll,

  • press control tab repeatedly just until the speaker icon is not selected anymore.

  • Then use the tab key to select the answer.

  • Okay, great.

  • It looks like we're getting a lot of great responses.

  • We have 46% of you are stating that you are currently an analyst;

  • 25% are not an analyst but are on the list and looking to become an analyst;

  • 4% are currently the supervisor of an analyst; and 23 are none of the above.

  • So we have a pretty mixed audience here, Lana, so back to you.

  • >> LANA FLETCHER: Thank you very much, April.

  • Okay, we're going to wait a moment so we can all get on the same slide.

  • There we go, next slide, please.

  • There we go.

  • Our purpose today is to learn more about the role of the analyst within state service.

  • We're going to go ahead and discuss the critical competencies of successful analysts.

  • I'll review critical thinking and problem-solving skills, and we'll provide tools

  • and resources to set an analyst on a path for success.

  • Let's go ahead and take another poll.

  • I'll turn over to you, April.

  • >> APRIL NEILSON: Okay, great.

  • Thanks, Lana.

  • So what we want to find out from our audience today is which objective is the most important to you today.

  • If you are using a keyboard instead of a mouse,

  • press control tab repeatedly just until the speaker icon is not selected anymore,

  • then use the tab key to select the answer.

  • Great, we're getting a lot of feedback.

  • Thank you for all of you who have answered the poll.

  • It looks pretty split across the board, with maybe reviewing the core critical thinking

  • and problem-solving skills being the number one right now for our audience.

  • Lana, back to you.

  • >> LANA FLETCHER: Thank you, April.

  • All right, so we will be reviewing those core critical thinking and problem-solving skills, but before we do that,

  • let's just briefly go over the toolkit that you have downloaded so that everyone is familiar with the pages that we'll

  • be discussing throughout.

  • We do have an action plan; that will be your first one.

  • The next page is a communications strategy,

  • how you will actually be able to format items so that you are communicating effectively.

  • Then we have a time analysis for you.

  • We've also included setting direction and pace, and then a problem-solving matrix.

  • So we just wanted to make sure that you were familiar with these because we will be pulling these up as we speak.

  • Now I'm going to turn it over to my partner, Tess, and she will be talking to you about the roles of an analyst.

  • >> TESS ESCOTO: Good morning everyone.

  • You know, I'm an analyst as well for the State of California.

  • And, you know, I've always been intrigued by new subjects.

  • I've always been excited by the prospects of training.

  • And if that's you, then you're in the right place this morning to learn a little bit about your role as an analyst.

  • Working as an analyst, it's a great classification to gain a breadth of knowledge of state government.

  • There are so many areas that an analyst can work in, many opportunities to learn new things.

  • I remember when I started out in EDD someone was kind enough to give me a career ladder,

  • a little handbook that we hand out.

  • And that was where I really understood that there are many type of analysts in state service.

  • You know, I identified my strengths.

  • I wanted to search for that position that I could really utilize those, and that's why we're here this morning.

  • According to the CalHR website,

  • an analyst helps support the decisions made by the state government by providing clear, thorough,

  • and objective information.

  • You know, preparing to become an analyst, it means that you continuously want to learn new subjects.

  • You want to continually demonstrate your willingness to take on progressively more complicated

  • and even complex problems, because training doesn't just occur in the classroom.

  • Wouldn't you agree?

  • It can include cross training.

  • It includes on-the-job training.

  • It includes those assignments that, you know, maybe some people would hesitate to take, and you want to take them.

  • It includes rotation training, staff meetings, even online training, of course, like you're doing this morning,

  • workshops, seminar, conferences, self-directed study, and reviewing written guidelines.

  • So I would encourage you this morning to stay motivated if you are an analyst.

  • And if you are thinking of taking on that role, stay motivated as well.

  • You may face barriers on your path to becoming an analyst, and the everyday demands of the job, yeah,

  • they can take away some energy and they take away time as well, if you let them.

  • You may not get rewarded immediately for taking time to work on your development plan.

  • But remember that your long-term success depends on your professional development,

  • and so does your value to the organization, so don't let barriers prevent you from achieving your goals.

  • Remember, and this is so true, no one else will take as strong an interest in your development as you.

  • So as we have looked at these roles that you see on screen, look at those, see what interests you, and we'll continue.

  • Analysts do perform a variety of functions, and they hold many titles.

  • You can see some examples of analytical work here.

  • You know, you're a troubleshooter.

  • You can analyze data from a project or experiment.

  • All of these items that you see bulleted here involve dealing with problems or opportunities, even staff shortages.

  • You may be asked to take a project, where due to a change in legislation,

  • maybe you need to review the current procedures and possibly write new ones.

  • Maybe you have to justify more staffing, and then train the staff on that new procedure.

  • Or you may have to facilitate meetings throughout the process.

  • Let's go over, briefly, some of the job duties under the specific analytical classifications.

  • Some of you may be an associate budget analyst or maybe you've heard.

  • It's just one of the three examples of analysts that I want to review today.

  • Like I already mentioned, there are many different types analyst positions in state service,

  • and it's up to you to find the position that most interests you.

  • So you can see that the associate budget analyst covers everything that has to do with the budget.

  • If you want, take a pen and jot down words or phrases as I go through these next slides that interest you.

  • You can use this time right now to determine your strengths and your areas of interest.

  • So take a second or two and look at this, and we'll go on to the next slide.

  • As the title suggests, the associated budget analyst covers a gamut of budgetary assignments,

  • from information gathering to funding recommendations, and more analyzing, reviewing estimates, and even contracts.

  • So let's continue.

  • Again, maybe as an analyst, an associate personnel analyst we're looking at here,

  • maybe you're asked to consider things that range from technical questions to hypothetical questions,

  • even ethical questions, case studies.

  • You're looking at gathering data, you're looking at presenting data, even pay.

  • You're looking at class specifications.

  • So, again, make note of items here that interest you as we continue to look at the associate personnel analyst.

  • We are looking at formal business writing, you know, including, yes, knowledge of grammar

  • and procedures that make this type of position detailed, as with other analyst positions as well.

  • Formal memorandums, reports, all of these things that beyond that demands a little bit more than spell check,

  • which I know that we all have used and fail sometimes at using that.

  • But it does demand a little bit more detail to grammar and to business writing than other positions do.

  • So let's continue.

  • The third one we're going to look at this morning is the legal analyst,

  • and this is the last type we will consider this morning as an example.

  • I want you to take a moment and read these bullets for any skills that you possess

  • or that you are interested in attaining.

  • And you can see, really, how these analytical skills connect to each other; investigation and assisting, coordinating,

  • all of those familiar words that you, too, can succeed at.

  • I know you can.

  • And finally, a legal analyst, will, as you see here, interview witnesses, conduct historical research, and as always,

  • assist in the administrative proceedings.

  • So I'm hoping you're making some notes here, because we have another poll coming up, poll number three, April.

  • >> APRIL NEILSON: Great.

  • Thanks, Tess.

  • There are so many different types of analyst classifications here within the state.

  • Thank you for sharing those three.

  • So this just shows you that no matter what your interests are or what skills you currently possess,

  • there is an analyst job that would probably be perfect for you.

  • So let's go ahead and open poll number three.

  • Which analytical area -- and let me go ahead and open this poll --

  • which analytical area is the most interesting to you?

  • So if you are using the keyboard instead of a mouse,

  • press control tab repeatedly just until the speaker icon is not selected anymore,

  • then use the tab key to select the answer.

  • So some of the areas here are budgets, human resource, procurement, training, finance, and budgets, or others.

  • There's all sorts of things, and we just barely touched upon a few of them.

  • So I'll give you another minute or so to go ahead and answer.

  • UNKNOWN SPEAKER: It's unmuting like a speaker, yeah, that's to talk.

  • >> APRIL NEILSON: Okay, great.

  • It looks like there are lots of answers.

  • If your phone is not muted, please mute your phone.

  • It looks like we have some budding analysts out there from human resources, as well as other,

  • which I'm assuming may be investigations or law, or other things that we currently talked about.

  • So we've got a lot of great skills out there that people are interested in.

  • So I'm going to go ahead and turn it back to Lana.

  • Thanks, Lana.

  • >> LANA FLETCHER: Thank you so much, April.

  • It's very interesting to see how many of you, 32%, were interested in other.

  • Maybe there's analysts in their program areas or that sort of thing.

  • So what I want to talk about now is subject matter experts.

  • Often an analyst is seen as a subject matter expert

  • or they may have to partner with what we call a "SME" in order to tackle a project.

  • It's important to understand what a subject matter expert is and to know why this individual is important.

  • So a SME is an individual who has expertise in a particular topic.

  • An analyst may be a SME or be required to work directly with a SME.

  • A SME may become an analyst because of the knowledge in their area

  • but may not have the competencies to make them an effective analyst.

  • Your job as an analyst is not to know every part of the program area but to be able to identify your resources

  • and how to identify when you need to consult with a SME.

  • For an example, you may be tasked with reviewing a production area to identify any inefficiencies in the process.

  • You may need to meet with several SMEs in each part of the process

  • to gain the knowledge needed to make a true analysis.

  • But we will be revisiting SMEs again a bit later.

  • Now let's talk about stakeholders and customers.

  • Knowing who your stakeholders and customers are

  • and what they are expecting from the project you are working on is a critical part of the analytical process.

  • Adapting your style of communication to these two groups will ensure you are more effective.

  • Stakeholders -- your managers, your supervisors, or the end users, and then your customers, internal customers

  • and external customers.

  • Sometimes customers and stakeholders are one in the same, and the end user may either be the customer

  • or the stakeholder.

  • We work in a very diverse work environment.

  • It's important to keep a high level of professionalism when communicating with both customers and stakeholders.

  • In order to successfully complete this work, analysts must demonstrate some key characteristics,

  • also known as "key competencies,"

  • which I'm going to turn over to Tess to kind of review these analytical competencies with you.

  • Tess.

  • >> TESS ESCOTO: Thank you, Lana.

  • Well this is going wonderfully so far, I think.

  • We're going to talk about analytical competencies.

  • I hope you're still with us.

  • I know you are.

  • Maybe you've had job responsibilities which cover a portion of these competencies that we're going to talk about.

  • And, you know, we've done this type of work, but when you explain to someone how do I do this type of work,

  • how do I prove that I've done this, you want to go to these amicable competencies

  • and the rest of them that we're going to talk about today.

  • You know, we do a variety of duties, depending on your agency, department, division, or team.

  • But you know what, we all share the same core competencies.

  • And CalHR defines successful analysts as someone who does the following that you see on this slide:

  • analytical thinking; they apply technologies to tasks, they communicate, they have a measure of creative thinking.

  • So when you're thinking of ways that you have used these competencies, you know,

  • I hope that you would even think of a situation and an action that you took,

  • and what happened as a result of the competencies that you used.

  • Let's continue to the next slide.

  • You can see here the rest of the competencies that are covered are thoroughness, decision making,

  • information gathering, strategic thinking.

  • So what you want to do is you want to go through these and think, you know, this project that I was given,

  • this is how I ensured that this information was complete and accurate.

  • And you want to put a name on those things that you have done.

  • It really helps.

  • As we continue with these analytical competencies that you want to possess as an analyst, always team work, you know,

  • that ability to get that job and that project pushed through in that team setting, you know, ethics and integrity,

  • something that we value so much, that degree of trustworthiness and ethical behavior, as listed here,

  • when we consider everyone that is impacted by the decisions that we're making, and, of course,

  • personal accountability and flexibility.

  • Personal accountability is so important when you are working in a team or working on a project,

  • or even individually on a task that is given to you, saying, yes, you know, I'm responsible for this;

  • yes, if I made an error, here was the error, here's how I corrected it; and, of course, flexibility,

  • which is highly important at any level, but especially as an analyst.

  • You want to be able to wear 16 hats at the same time, unfortunately.

  • But, you know, that's the challenge of doing the job, and that's what keeps us going.

  • So we've covered these analytical competencies, and I'm hoping that you're interested in taking a poll.

  • I would like you to participate as April reads it to us.

  • >> APRIL NEILSON: Great, thanks, Tess.

  • I love the fact that you really shared the analytical competencies,

  • because competencies is really the direction that we're going.

  • You know, part of being a training manager, often what we do is we talk to people about their career paths

  • and about the directions that they really want to go.

  • And I was talking to one of our technicians in one of our program areas the other day,

  • and he couldn't see how his skills translated from a technician into an analyst.

  • And so I sat down with him and I really went over the various competencies that were available

  • and showed him that by talking about the skills and the projects and the things that you've done

  • and using the competencies, it allows you to really show your skill sets across the different classifications.

  • So instead of being pigeon holed into a specific classification,

  • where the next step is only going into a supervisor of those technicians,

  • you're able to really see how your skills translate across by using the different competencies.

  • So let's go ahead and open up this fourth poll.

  • Which competency do you most strongly exemplify currently?

  • Because I know you're all doing some of these.

  • We all communicate every day.

  • We all have both internal and external customers that we focus on.

  • Decision making, you know,

  • sometimes technicians express to me that they don't feel like they're making those decisions, but they are.

  • They're still solving problems for people.

  • And then teamwork, you know there's so much of the work that we do is part of a team,

  • as well as personal accountability.

  • So if you do want to answer this poll and you're using a keyboard instead of a mouse,

  • remember to press control tab repeatedly just until the speaker icon is not selected anymore

  • and then use the tab key to select the answer.

  • Okay, great.

  • It looks like we have a lot of people interested in a lot of different areas.

  • It looks like personal accountability is what most individuals on our poll today, as well as customer focus,

  • really feel like they're exemplifying.

  • And, you know, those are skill sets that are valued by almost every department across the state,

  • and those are skills that you would definitely want to talk out.

  • So with that, I'm going to go ahead and turn it -- oh, it looks like we're going to do another poll back to back.

  • Thanks for that, Lana.

  • So what we're going to do is let's go ahead and open up another poll

  • and see what other competencies do successful analysts possess.

  • With this, we'd like you to go ahead and chat it into the Q&A.

  • So go ahead and send in any answers that you have.

  • This is not going to be a selection.

  • This is going to be an entering into the Q&A, so if you want to go ahead and send the information into the Q&A.

  • We're curious, besides the ones that we listed, what are some of the other competencies that you guys are exhibiting?

  • Let's see, "Prioritization, collaborating," thanks, Brandon.

  • Nicole, thank you for saying "Creative problem solving."

  • Beth, "Personal accountability."

  • Ian, "Timeliness," you're absolutely right.

  • Amanda, "Creative thinking."

  • Those are all so important for us to be able to share.

  • "Initiative," Ephraim.

  • Oh, we love initiative.

  • You know, without people taking initiative we would never get anywhere.

  • Laura says "Listening skills," absolutely.

  • "Computer skills" by Margaret.

  • Absolutely, you guys are hundred percent right.

  • There are so many competencies, and when you're going for those analyst job and you're going for that next step,

  • these are the things you want to exemplify.

  • You really want to talk about the competencies,

  • the things that you possess that are really transferable across any job classification.

  • "Multi-tasking," yes, Constance, that's exactly it.

  • "Communications," Viviona; "Fact finding," Sabrina, yes.

  • Fact finding, really being able to understand what is the route cause of something.

  • That's going to make you so successful as an analyst.

  • Thank you all so much for chatting in those answers.

  • You guys are a hundred percent right and you're on the right track,

  • so next time you go to do kind of an evaluation of your skill set and you're looking at your resume and a job,

  • when you look at that duty statement, look at those core competencies.

  • Try to find the things that they're looking for, because there are so many that you can really focus in.

  • So instead of focusing on the specific task, focus on the competencies.

  • Okay, great.

  • So with that I'm going to go ahead and turn it back over to Lana.

  • Thanks everyone for your participation.

  • >> LANA FLETCHER: Thank you so much, April.

  • And as Tess and April were just speaking, I came from the outside world,

  • so I had to really think about what core competencies I established in the outside private sector

  • that would apply to state service.

  • And these competencies really do define and help you translate what you've done on certain projects.

  • They kind of give us all a same speaking language.

  • So it's important to kind of keep a personal database of the projects you've done

  • and what critical competencies those projects or those experiences have developed in you.

  • So remember to, as you're moving on your path to become an analyst, keep that toolbox of projects you've done

  • and the competencies they relate.

  • Okay, with that being said, let's move into critical thinking.

  • This is one of the main competencies that we have identified as being so important for an analyst.

  • And in critical thinking you identify cause and effect relationships.

  • You discover central and underlying issues quickly.

  • An analyst will notice discrepancies or inconsistencies.

  • If you're using critical thinking you'll use inductive and deductive reasoning.

  • On to the next slide.

  • You'll actively question assumptions, and you'll draw logical conclusions using solid judgment.

  • You'll be able to separate fact from inference and assumption.

  • Analyze an existing procedure to identify inefficiencies,

  • you would use these critical thinking skills by not just looking at the process and saying,

  • "Oh, that's how we've done it must be right."

  • You're going to ask questions.

  • You're not going to jump to conclusions.

  • You're going to use facts.

  • You're going to dig down.

  • Is this how we've always done it?

  • You're going to read the procedures and see maybe there's not a logical conclusion in the flow of that work.

  • So it's very important that you're always using that.

  • And we'll go to the next poll, and I'll turn it over to April.

  • >> APRIL NEILSON: Great, thanks, Lana.

  • I love what you just said, the critical thinking skills,

  • because I think that's really a key element that we want to focus on,

  • because if you want to kind of look at it the way that it breaks down,

  • a technician is going to follow a procedure exactly the way it is.

  • An analyst is going to maybe think through it.

  • Is this still working for what we're trying to do?

  • And is there maybe another way, and maybe offer some solutions sometimes if something isn't working,

  • as opposed to just always going straight through and just doing what it says, even if it's not working.

  • So let's go ahead and open up that sixth poll.

  • Who said this, "If you want to make good use of your time you've got to know what's most important

  • and then give it all you've got?"

  • So let's go ahead and open up this poll.

  • Is it Peter F. Drucker, Zig Ziglar, Benjamin Franklin, or Lee Iacocca?

  • Again, if you're using your keyboard instead of a mouse,

  • press control tab repeatedly just until the speaker icon is not selected anymore,

  • then use the tab key to select the answer.

  • Okay, we've got some answers.

  • Lana, I'm going to go ahead and turn it over to you to respond.

  • >> LANA FLETCHER: The answer is D, Lee Iacocca.

  • So good job, 63% of you.

  • I really like this quote because it highlights how important it is to know not only what you spend your time on,

  • but how you prioritize to make sure that the important things are completed.

  • So let's talk a little bit more about analyzing the use of time.

  • Let's think critically about time.

  • In order to think critically about time, you must become aware of how you are currently spending you time.

  • Once this determination is made, regardless of your current situation, you can take action to make improvements.

  • A good tool to monitor your time is a day planner that breaks down each day into certain time increments.

  • Day planners are readily available in bookstores, or you can easy create your own day planner.

  • They even have inexpensive day planners at the dollar store.

  • So if you do not like writing or feel more organized with the computer,

  • applications like Microsoft Outlook can help break down your day using the calendar function or tasks.

  • I utilize this all of the time.

  • Also, in your toolkit on Page three we have provided you with a time analysis worksheet.

  • Be diligent in recording your activities through the period of a week and be specific.

  • You're going to break down how you spend your time in various categories, such as reading e-mails, answering phones,

  • attending meetings, working on specific applications, Internet research.

  • Create specific time category headings.

  • Identify any missing time in your records.

  • For example, there may be 30-minute meeting and Internet research.

  • How did you spend those 30 minutes?

  • Did you chat with someone in the hall, answer an unexpected phone call?

  • Account for all the time you possibly can.

  • Don't judge at this stage, simply account for it.

  • Then at the end of the week, sum the totals in the various time categories.

  • Analyze the time data you collected.

  • Once you have taken the time to identify and analyze your time spent,

  • you can create a revised schedule that focuses on the how you spend your time,

  • and then you can be more effective moving forward.

  • You can begin to account for your time and proactively assign a more accurate time for future tasks.

  • One other helpful tip is the ten-minute rule.

  • And the ten-minute rule will help you move past procrastination.

  • And I know we all feel that we do this.

  • If you need to focus more than ten minutes per day, change the timeframe to fit the tasks

  • or assignments that you have, say 20 minutes or 30 minutes.

  • In yesterday's SOQ webinar they suggested 15 minutes a month to just take that time

  • and set it aside to review your statement of qualifications.

  • This is great.

  • If you do this daily or weekly, the point is to focus on the task for a specific dedicated time allotment

  • and then you'll see the task progress.

  • Eventually the task will be done.

  • Fear of failure, being overwhelmed,

  • and striving for perfection may cause you to procrastinate to a point where you are jeopardizing your performance

  • or work product.

  • Have a conversation with your super manager and ask for guidance or suggestions.

  • Partner with them to keep you moving forward.

  • It's important that we don't get paralyzed in the process and that we learn to make a decision.

  • Let's go to poll number seven, April.

  • >> APRIL NEILSON: Thanks, Lana.

  • I love what you just said there.

  • I think time management is such an important skill that we all could continually work on.

  • I love the fact that how can you really better manage your time if you don't know where you time is being spent?

  • So I love that in the toolkit.

  • That can be downloaded with the three little paper people up in the upper right-hand corner,

  • because that page really helps you keep track.

  • So if you aren't sure where you time is going

  • and you just feel like at the end of every day I didn't get anything done,

  • or I didn't get anything done that's important,

  • keep track for a week.

  • I think that's a great point.

  • So let's go ahead and open up this seventh poll and see who said what.

  • So who said this,

  • "All of the well meaning advice in the world won't amount to a hill of beans

  • if we're not even addressing the real problem"?

  • Was it Henry Ford, Steve Jobs, Steven Covey, or John Wooden?

  • So if you are using a keyboard instead of a mouse,

  • press Alt control tab repeatedly just until the speaker icon is not selected anymore,

  • then use the tab key to select the answer.

  • >> TESS ESCOTO: Well are we interested in hearing what the right answer is?

  • A lot of people are saying Henry Ford, Steven Covey.

  • And the answer is actually, surprisingly to me as well, Steven Covey,

  • from his book "The Seven Habits of Highly Effective People."

  • Love Steven Covey.

  • I like this quote because unless we complete the proper analytical process, guess what,

  • we will not know if we're addressing the real problem.

  • How many of you have been inside of an analytical situation and then about a third of the way through you think,

  • "Hey, maybe I should have started a little differently."

  • Hopefully this quote helps us into our next section, which is completed staff work.

  • You know, this is one of the great takeaways from this webinar, I think, this morning,

  • you know helping us completing -- to complete, rather, a work project correctly and the best that we can.

  • Before we go through these steps, I just want to announce that we have another webinar coming up on February 14th,

  • and it is completed staff work.

  • I just want you to make sure that, you know, if you know someone that is interested in being an analyst

  • or you are further interested that you do sign up for that.

  • Again, it is February 14.

  • Yes, it is Valentines Day.

  • It's going to be great.

  • But what we want to talk about next is just the delivery of a successful work product, or a deliverable as well.

  • Analysts should follow these seven steps of completed staff work,

  • and this what I'm talking about with a great take away.

  • If you apply these seven steps you're sure to be successful.

  • And before we get to that, what I want to do is, you know, we love polls.

  • We love to hear what you're saying.

  • We want to keep you involved.

  • So what do you think is the definition for completed staff work, all across are over just about a thousand people.

  • Is it the study of a problem and provision of the solution; a complete analysis presented with proposed recommendation;

  • fully research concept and with recommended course of action; or. D, all of the above.

  • >> APRIL NEILSON: Great, thanks Tess.

  • If you are using your keyboard instead of a mouse,

  • press the control tab repeatedly just until the speaker icon is not selected anymore,

  • then use the tab key to select the answer.

  • Okay, it looks like we almost have a unanimous decision here with our participants today in the webinar.

  • We have 96% of you saying "All of the above."

  • It is the study -- and, yes, that is a typo,

  • sorry about that -- of a problem and provision of a solution,

  • a complete analyst presented with proposed recommendations,

  • and fully research concepts with recommended course of action.

  • >> TESS ESCOTO: Thank you, April.

  • And you know it's our job as analysts to research these details, to analyze findings, prioritize, categorize,

  • and to choose that one alternative that you will recommend, and guess what, along with your reasons.

  • So what we want to talk about are those seven steps of completed staff work that we referred to earlier.

  • And everyone regardless of your classification, your level, should be familiar with this concept.

  • Like I said, this is a great takeaway.

  • And I want to go through these steps with you.

  • Number one, define the problem or scope of the issue.

  • You've got to know how large it is, who it reaches, who it affects.

  • The actual problems, take all of those items when you're defining the problem.

  • Number two, you need to gather your information and your data.

  • It's a very important step.

  • You know, it's always that question of gathering too much data, too little data, what data is important,

  • what information is something that you really need.

  • So then step number three comes in.

  • You want to be able to organize that information and data using the methods that we talked about, you know,

  • categorizing, you know, those things that an analytical person and an analyst would do.

  • And then it takes us to step number four, which is analyzing all of the information that you've organized

  • and that you've collected into something coherent, something that you can use to make a recommendation,

  • because as you see in step number five, it is your job

  • and my job as an analyst to be able to come up not with just one solution but several solutions

  • and several alternative solutions.

  • And whatever department you're in, or whatever is impacting, whether it's budget, whatever your impacts are,

  • those are the items that are also going to contribute to your alternative solutions.

  • And then it takes us to number six.

  • We will identify those recommended solutions or the preferred alternative, and then, of course,

  • you will write that recommendation and submit it to that person or that supervisor

  • or that team that you have been working with.

  • So an effective analyst, as you can see from what we've just covered in those seven steps,

  • we look for the unclear issues.

  • We look for the things that maybe are not quite as clear as they should be and we break them down,

  • and we apply our systems to them.

  • We apply our best methods to those issues.

  • We will always ask questions.

  • You know, I've always been told as an analyst and as a person that I ask way too many questions about things.

  • And I think that's a great characteristic.

  • Never stop asking questions.

  • You know, always ask why.

  • There's those five whys.

  • Ask questions and then that helps you evaluate the risk, evaluate, rather, the impact.

  • And the last one here, an analyst will always identify a reasonable course of action.

  • And this is unreasonable.

  • We can be creative but we will always pull that back and say, "Okay, what is the best method?

  • What can I do to make this work?"

  • And those are the three problem-solving skills that we have.

  • Let's go to the next one.

  • There's a few more.

  • We always take our time to gather relevant information, using not just one but several resources

  • and scholarly resources, resources that can be researched, good resources.

  • We analyze problems from various angles.

  • We take the other perspective sometimes.

  • You know, my perspective is not always right.

  • I may take the opposite just to see is there another argument for this course of action.

  • And how we use knowledge, and you will use knowledge and your experience to identify all the possible solutions.

  • So let's talk a little bit about the questions, asking these effective questions.

  • These are probing questions.

  • Now these are questions that you need to have the answers for, especially when you feel a little flustered.

  • Confidence is so important when it comes to research and really presenting your data and your project or assignment.

  • So your effective questions are as follows: You're going to clarify the project,

  • and when you're not exactly sure what your supervisor or the project entails, clarify it.

  • Ask those questions.

  • We need to be able to dig deep and cut to the core of problems.

  • It's important that analysts are able to position questions as well in a professional manner.

  • You know, I would encourage you, even today, you know, I don't know how many of you have taken the SOQ,

  • the statement of qualifications webinar,

  • but I would encourage you even to begin developing a list of effective questions that you can ask.

  • These questions help define who you are.

  • They would even help you write your SOQ.

  • Modify these questions, revise them, ensure that you are prepared to ask pointed

  • and relevant questions throughout the life of all of your projects.

  • Start asking law questions.

  • These will help you build confidence.

  • They will help incorporate questioning more naturally as part of your everyday language.

  • And for your reference, on Page seven of your toolkit, we have provided a list, just to help you,

  • of the top ten questions to ask when receiving an assignment.

  • You know, the scientific method has questions that they ask, and we do as well.

  • These ten questions will help you to identify or narrow the scope.

  • They will help you focus in on your specifics and your desired outcomes, and they will help uncover obstacles

  • or challenges that you may face.

  • This is great.

  • This is a wonderful takeaway.

  • And what we want to ask you is if you will respond to another poll.

  • And the poll question is,

  • are there any other reasons why it is important to develop and ask relevant and effective questions?

  • Really think about that.

  • Are there any other reasons why it is important to develop and ask relevant and effective questions?

  • And for this we're going to have you respond using the chat feature.

  • April.

  • >> APRIL NEILSON: Great, thanks, Tess.

  • Okay, so just like before,

  • let's use the Q&A to send in your answers so that we can see what do you guys think it's important to ask questions,

  • because I love what Tess said there.

  • You know, asking the right questions is really going to be important

  • because you want to make sure that you understand it the same way from the person who is giving you an assignment.

  • You also want to make sure you understand all of the parameters.

  • So Tamera says "to clarify the project assignment."

  • James says "to prevent rework," exactly right.

  • Who wants to do rework?

  • Liz says "to avoid wasting time," that's absolutely right.

  • Thank you for that.

  • Nicole says "to show an interest and confirm with a supervisor that you are on the same page of understanding,"

  • that's exactly right.

  • Let's see what else we're getting here.

  • Lilianna says "to save time."

  • Thanks for that.

  • Sarah, "to avoid the double work," exactly.

  • Julio, "clarification on both parties,"

  • exactly, because sometimes when you ask questions you may even be talking through it with your supervisor or manager

  • and you may even help them clarify what they're really looking for, because it's really about a partnership.

  • >> TESS ESCOTO: And, April, just to clarify, you know,

  • those questions that you ask they're just as important for your supervisor as for you.

  • They may gain insight into that project that they did not have, for you.

  • You may go further and develop another project based on your questions.

  • >> APRIL NEILSON: That's exactly right, Tess,

  • because you're really working together to provide ultimately what's best for the department.

  • So Beth says "to help establish networking options."

  • "To clarify all parameters," says Robert.

  • Elizabeth, "clarify the work that's needed to be done."

  • Karen, that's exactly what Karen just said, Tess,

  • I may identify other issues, you know, things that you didn't really think about, so a lot of different things.

  • You guys are exactly on the right track.

  • And you can kind of understand why asking the right question is so important.

  • So don't forget that in that toolkit, that you can download here into today's webinar, there is that list of questions.

  • So any new project, just run through that list.

  • So, okay, so with that we're going to turn it back over to Lana.

  • >> LANA FLETCHER: Thank you, Tess and April.

  • Very nice.

  • Now we have data collection methods.

  • Let's review some of these.

  • One of the things we've already talked about is SMEs, so we would use these as a way to collect information and data.

  • We'd use our SMEs, our subject matter experts.

  • We'd also use a tool of brainstorming.

  • Oftentimes we do brainstorming in meetings or in a small group setting just to try and get the ideas flowing.

  • No boundaries when we're brainstorming.

  • Policies and procedures, we'll use that as a data collection method, also one-on-one meetings.

  • Sometimes we use stick tick studies, sorry about that.

  • Surveys in training, we use surveys all of the time to get some feedback from our participants on how are we doing,

  • where we at, what do we need to improve, how do we move forward, and what else would you like from us.

  • Another way is job shadowing and observations.

  • Observations is a great way to collect a lot of information.

  • So successful analysts often utilize more than one method to gather the information

  • and to help them tackle a problem or assignment.

  • Now on poll number ten, "What data collection method have you most commonly used in the past?"

  • I'm going to turn it over to April to get your answers.

  • Thank you.

  • >> APRIL NEILSON: Great, thanks, Lana.

  • Okay, so which data collection method do you like to use?

  • So we have brainstorming; SMEs, remember as Lana told us earlier, that means subject matter expert;

  • policy and procedures; one-on-one meetings; or tick studies.

  • Lana, can you explain what a tick study is?

  • >> LANA FLETCHER: Yes.

  • One of the things that I did in being a supervisor is that we had to evaluate how many of a certain type of document

  • was coming in over the counter every day.

  • So I would just have my staff, real simply,

  • on a piece of paper just take down one little mark for each type of document they were getting.

  • It's really quick.

  • It takes the technicians no time to process, but it gives us a lot of information on how much of what document

  • or thing that we're receiving during the day.

  • >> APRIL NEILSON: Great, thanks Lana.

  • That's exactly it.

  • So if you are using your keyboard instead of a mouse to answer this poll press control tab repeatedly

  • just until the speaker icon is not selected anymore, then use the tab key to select the answer.

  • We use tick studies, actually we have a library at EDD University located on the second floor, Room 2079,

  • here in central office.

  • And what we do is we definitely keep track of the different services that we provide people that come into.

  • So that's kind of a tick study, how many library books did we get checked out

  • and how many videos are being checked out, how many people are calling in about different things.

  • So there we go, a little more understanding about what a tick study is.

  • So let's see what people are saying.

  • So tick study is just a quick way to kind of capture information about inquiries that people are making

  • or different times that you do different jobs, you could do a tick study, how many phone calls do you make in a day,

  • things like that.

  • Okay, it looks like people like to use a lot of different methods.

  • A lot of people like their policies and procedure.

  • A lot of people like to do brainstorming and use subject matter experts because they have a lot of information.

  • So, great, thank you everyone for sharing that information.

  • Let's go ahead and turn it back over to Lana.

  • >> LANA FLETCHER: Thank you, April, and thank you all for answering that poll.

  • Now let's talk about analysis.

  • Analysis is the core element of efficient problem solving.

  • Human beings tend to avoid analytical structure, as we're not taught these techniques at an early age.

  • Oftentimes our parents will just say, "do that."

  • But they don't let us find out ourselves.

  • So as adults, as we grow, this is a skill we have to learn.

  • And sometimes it can be difficult.

  • A strong analyst will be able to gather data, as we spoke about, using credible sources and methods and analyze

  • and synthesize or process the information.

  • Strong analysis requires that we make inquiries related to the issues and histories and background.

  • We break down that data into smaller parts.

  • We're going to examine the current reality of the situation.

  • What's our current reality?

  • Well the current reality of state service is that we're doing a lot more with a lot less,

  • so we need to keep that in mind.

  • We're going to look for options

  • and solutions maybe that in the ideal situation if we had a huge budget it would be this.

  • But because we don't, or if we don't, or if our budget is cut, maybe we have options A, B, or C.

  • So we always want to give our manager or supervisor more than one option, and maybe best case scenario,

  • and then thinking about outside the box what else we can do with little or no money.

  • We want to look for gaps that may raise additional questions.

  • We want to look for connections and trend.

  • And we want to involve our stakeholders and our customers.

  • All of these options, all of these things that were just highlighted, they all make up a strong analysis.

  • And then we want to organize our finding.

  • A way in which we analysts organize data or key findings is really important based on who we are communicating to.

  • For example, I had a supervisor at one point who hated Excel.

  • Well would I organize my data in the spreadsheet for her?

  • No, I probably would not.

  • I would either send her a quick e-mail bulleting the items that she wanted to hear,

  • and then I'd back that up with a spreadsheet later.

  • So on to poll number 11, and I'm going to go ahead and turn you over to April.

  • >> APRIL NEILSON: Thanks, Lana.

  • You're right, there's a lot of different ways that we can get information organized.

  • And organizing your information as an analyst is so important.

  • So what are the ways in which you organize findings;

  • spreadsheets, bulleted lists, verbally, categorically, graphically?

  • If you are using your keyboard instead of a mouse to answer the poll press control tab repeatedly

  • just until the speaker icon is not selected anymore, then use the tab key to select the answer.

  • >> LANA FLETCHER: Well a lot of folks seem to be responding to the spreadsheets.

  • >> APRIL NEILSON: I know, we must be a spreadsheet happy group.

  • But I like Pollyanna.

  • She chatted into me that the answer is all, and I love that answer.

  • >> LANA FLETCHER: Lovely.

  • >> APRIL NEILSON: It's so true.

  • It really depends on like what Lana said, you know, what are they looking for, you know, what do they need,

  • and how do you need to back up that data.

  • So thank you everyone for sending in your information.

  • We just have a few minutes left,

  • so we're going to get ready to just kind of go through the last little bit of information

  • that we have here on today's webinar.

  • So I'm going to go ahead and turn it back over to Lana.

  • >> LANA FLETCHER: Thank you, April.

  • So we're going to talk about how to transition to analytical work, and are you ready?

  • So we interviewed a group of existing analysts

  • and asked them what they wished someone would have told them prior to them taking the position as an analyst.

  • And then the following items were identified.

  • They wanted to know if they could take on special projects.

  • Do they communicate effectively, have the ability to work in groups; do they take things too personally?

  • Sometimes as analysts we spend all of our time working on this project, and it becomes like our baby.

  • And when somebody is critical about it and gives feedback we kind of take it too personally.

  • So make sure you avoid taking that to heart.

  • It's just work, we're all trying to get the best product.

  • You have to create work plans, action plans, timelines and milestones.

  • And understand that there is not always a procedure manual,

  • and that can be difficult for some people coming in as a new analyst and not having a procedure manual.

  • Yes, you're right,

  • especially moving from a technician who has probably been facing all of their activities on the procedure manual.

  • Now it's your job to create the procedure manual, so this is completely new to some people.

  • Many times there is no documented procedures, processes, or manuals in place.

  • You may be responsible for developing these and collaborating with your SMEs,

  • or you may be tasked with revamping the same resources.

  • Often recommendations or solutions will not be received in the way you hoped.

  • Sometimes work products are not always accepted, or by obtaining buy-in at times may be difficult,

  • as everyone has competing priorities.

  • It's important not to take these things personally and to stay focused on the global view

  • and what's best for the agency or department.

  • So that leads us to the end, or the ending.

  • And we'd like you to share with us just one or two things maybe that you have learned today.

  • And you can chat that in using the Q&A feature.

  • >> APRIL NEILSON: Great, thanks, Lana.

  • So we kind of want to know what were some of the most important things that we covered today that you learned,

  • that really kind of helped open your eyes

  • or give you some additional information about what an analyst is responsible for today.

  • So feel free to go ahead and chat that in.

  • We'd love to hear from you.

  • And while we're letting people go ahead and kind of chat those in, we're going to pull up the last page

  • and go over just a couple of resources while you guys are chatting those in, and then we'll go ahead and share them.

  • Lana or Tess.

  • >> TESS ESCOTO: Thank you, April and Lana.

  • It's been wonderful today.

  • We just want to put your attention here to Mytools.com, which contains great resources on different types of analyses;

  • also, our CalHR website, CalHR.ca.gov, wonderful resources and webinars and excellent resource;

  • local colleges of course, and our California State Library which we do have access to.

  • And as we continue our poll.

  • >> APRIL NEILSON: Great, thanks Tess.

  • Let's see what people are saying.

  • Somebody ferocious said "Think outside the box, be efficient."

  • Bill said "steps to completed staff work was very helpful."

  • Shalene loves the toolkit.

  • Dana said "the time management tools."

  • Honey said "How to relate core competencies to a duty statement and the personal work experience."

  • I'm glad that that was helpful, because I think that that's very important.

  • You guys all have so many great skills.

  • Ten questions to ask from the toolkit, Jonathan, I'm glad that you like that.

  • I'm glad that that's going to help you out.

  • Kimberly loved that we talked about confidence.

  • Really being confident as an analyst is going to be helpful.

  • Jody liked the handouts.

  • Laura liked the analytical toolkit.

  • Thank you for that.

  • And Julio liked the ten questions cheat sheet.

  • Tiffany said the seven steps were golden, so we know that that's going to be really helpful.

  • So if you had some coworkers who were unable to join us on today's webinar, feel free to, you know,

  • share that handout with them.

  • It will also be posted at some point.

  • And Arnold said he didn't know there were so many different types of analysts.

  • So just remember, we only went over three.

  • There are a lot of other different types of analysts out there.

  • You know, if you go to CalHR and kind of look through some of the postings

  • and stuff you will see a lot of different information.

  • Maria likes the breakdown of the different type of analytical positions, so I'm glad that that was very helpful to you.

  • So Sabrina says, "Everything was very helpful."

  • So I'm glad that that's all very useful to you.

  • Learning to prioritize, Kay, we're all learning to prioritize everyday.

  • Some days, you know, it's rejuggling all of those things.

  • So with that, we thank you all so much. I think what we're going to do

  • is we're going to go ahead and thank you all for attending this webinar.

  • You'll be receiving an email that asks you for feedback through an online survey.

  • To submit the survey, you will need to enter the unique confirmation number

  • that is in an email you received in your original registration confirmation when you signed up for this webinar.

  • As you complete the survey, you will find the links to the certificate of completion.

  • You will need to fill in this course information and your name.

  • Keep a copy for yourself and submit one to your training office.

>> APRIL NEILSON: Fundamental analytical skills.

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