Subtitles section Play video Print subtitles >> 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.
B1 US analyst lana april poll analytical fletcher Fundamental Analytical Skills 6 1 dongpeng_wan posted on 2018/11/26 More Share Save Report Video vocabulary