Author: Kloth, Jeremy J Title: ImageNow Needs Assessment for the University of Wisconsin-Stout The accompanying research report is submitted to the University of Wisconsin-Stout, Graduate School in partial

completion of the requirements for the

Graduate Degree/ Major: MS Training and Development

Research Adviser: Dr. David A. Johnson, Ph.D.

Submission TermN ear: Fall, 2011

Number of Pages: 37

Style Manual Used: American Psychological Association, 61h edition

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Abstract

University of Wisconsin-Stout is a polytechnic university determined to stay

current with policies, procedures, and technology. Paperless initiatives are expressed as a

way to go green, eliminating excessive waste materials and helping the environment.

The ImageNow software program is one technique to help reach paperless initiatives, but

the lack of full implementation has been noted throughout depmiments located on the

University of Wisconsin-Stout campus. The purpose of this study was to conduct a needs

assessment to help determine competency issues and other problems in implementing

ImageNow software program.

2

3

Table of Contents

................................................................................................................................................... Page

Abstract ............................................................................................................................................ 2

List of Tables ................................................................................................................................... 5

Chapter I: Introduction ................................................................................................................... 6

Statement of the Problem ..................................................................................................... 7

Purpose of the Study ............................................................................................................ 7

Significance of the Study ..................................................................................................... 8

Assumptions of the Study .................................................................................................... 8

Definition ofTerms ............................................................................................................. 9

Methodology ...................................................................................................................... 1 0

Chapter II: Literature Review ........................................................................................................ 11

ImageN ow Electronic Filing Database ............................................................................. 11

Needs Assessment ............................................................................................................. 13

Training .............................................................................................................................. 17

Chapter III: Methodology .............................................................................................................. 20

Needs Assessment ............................................................................................................. 20

Subject Selection and Description ..................................................................................... 20

Instrumentation and Data Collection Procedures .............................................................. 20

Data Analysis ..................................................................................................................... 21

Limitations ......................................................................................................................... 21

Chapter IV: Results ........................................................................................................................ 22

Item Analysis .................................................................................................................... 22

Chapter V: Discussion ................................................................................................................... 30

4

Conclusions ........................................................................................................................ 30

Recommendations .............................................................................................................. 31

References ...................................................................................................................................... 3 2

Appendix A: ImageN ow Software Needs Assessment for the University of Wisconsin-

Stout Survey .................................................................................................................... 35

5

List of Tables

Table 2.1: Model of Needs Assessment. ................................................................... 15

Table 2.2: Four levels of Evaluation ........................................................................ 19

Table 4.1: Years of employment ............................................................................. 22

Table 4.2: Years at current position ......................................................................... 23

Table 4.3: Level of education ................................................................................. 23

Table 4.4: Paper documents sent weekly ................................................................... 24

Table 4.5: Previous training methods ....................................................................... 25

Table 4.6: Use oflmageNow in department ............................................................... 25

Table 4.7: Personal use oflmageNow ...................................................................... 26

Table 4.8: Hours of usage .................................................................................... 26

Table 4.9: Formal training on ImageN ow .................................................................. 27

Table 4.10: Type of formal training ......................................................................... 27

Table 4.11: Print documents into ImageN ow .............................................................. 28

Table 4.12: Link documents in ImageNow ................................................................. 28

Table 4.13: ImageNow documents sent weekly ........................................................... 29

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Chapter 1: Introduction

The University of Wisconsin-Stout (UW-Stout) is part ofthe University of Wisconsin

system located in Menomonie, WI. The campus had over 9,000 students registered in the fall of

2010 and employs more than 1,300 faculty, staff, and graduate assistants (Facts about UW-Stout,

2010). UW-Stout's mission statement can be found at www.uwstout.edu and is as follows:

[The] University of Wisconsin-Stout is a career-focused, comprehensive polytechnic

university where diverse students, faculty and staff integrate applied learning, scientific

theory, humanistic understanding, creativity and research to solve real-world problems,

grow the economy and serve a global society (Facts about UW -Stout, 2010, para. 1 ).

Only nine other universities in the United States are classified under the polytechnic

description. The vision ofUW-Stout describes the roles of the polytechnic university to identify

what qualities can be found in the classroom and work environments alike.

[The] University of Wisconsin-Stout will build on its position as a distinguished

polytechnic institution and as an international leader in higher education. We prepare

lifelong learners, ethical leaders and responsible citizens through collaborative programs

that integrate applied learning, theory and research with business, education, industry,

arts and government (Facts about UW-Stout, 2010, para. 2).

UW -Stout won the Malcolm Baldrige Award in 2004, making it the first university in the

nation to receive the award. The seven areas of achievement that comprise the Malcolm

Baldrige Award include: leadership, strategic planning, student, stakeholder and market focus,

information and analysis, faculty and staff focus, process management, and organizational

performance results (Baldrige award news release, 2008). ImageNow software was introduced

to focus on the areas of information analysis, process management, and organizational

performance results. Paperless initiatives emphasized at UW-Stout are ways to improve quality,

7

as well as align with the mission and vision of serving a global society and being responsible

citizens.

ImageNow software is an electronic software program introduced to the campus to

convert most of the paper documents to electronic versions and manage those electronic

documents. Departments throughout the campus presently store student records, budget related

items and historic documents in multiple filing cabinets. These records could be filed

electronically in the ImageN ow database. The office of Budget, Planning, and Analysis

currently sends electronic versions oftheir documents, annually saving up to 1,390 pounds of

paper (Administrative activities, 2011), but the implementation of the ImageNow software

program in other UW -Stout departments is still not active.

Statement of the Problem

The lack of consistent implementation of the ImageNow software program could be a

major gap in implementing UW-Stout's paperless initiatives and quality improvement

techniques. Paper documents are still being used as the primary method of communicating

documents to campus staff and departments. Most depmiments are not using the ImageN ow

software and are still storing documents only in paper fmm in filing cabinets, using excessive

paper and copying materials and ineffectively using the work space.

Purpose of the Study

This study will use a needs assessment approach to determine if UW -Stout's

administrative assistants are competent in using the ImageNow software program. It can also

help determine other problems that are occurring within the departments that are not fully

implementing the ImageNow software.

8

Significance of the Study

ImageNow software was introduced to the UW-Stout campus in 2005, but was not

initially implemented. Faculty and staff that have access to the software will be able to convert

paper documents into electronic versions, saving time, money, and space. One of the initial

users of the ImageNow software was the Financial Aid office, which annually eliminated 36,000

paper printouts and 7,500 file folders (Administrative activities, 2011). Student Life Services

and Administrative departments noted over $4,800 of savings due to eliminated copier charges

by using the ImageNow process (Administrative activities, 2011). Thousands of dollars could be

saved annually throughout every department if the full implementation oflmageNow software

were to be executed.

Employees could focus on other work related tasks and duties, with the elimination of the

need to deliver paper documents to and from depmiments within the UW -Stout campus, saving

time and money. The documents could be transmitted with a click of a mouse button and would

be delivered as fast as an email can be sent. File cabinets located in office and storage closets

could also be downsized or even eliminated, improving aesthetics and the work environment for

faculty and staff.

Assumptions of the Study

The two assumptions of this study are:

1. The ImageNow software will be implemented in all UW-Stout departments.

2. UW-Stout employees will display a positive attitude regarding the ImageNow

software and its applications.

Definition of Terms

Document imaging-The process of taking paper documents and converting them to

electronic documents through the use of scanners, printers, microfilms, etc.

9

Document management- "Coordination and control of flow (storage, retrieval,

processing, printing, routing, and distribution) of electronic and paper documents in a secure and

efficient manner, to ensure that they are accessible to authorized personnel as and when

required" (Document management, 2011).

Enterprise Content Management (ECM)- "Strategies, methods and tools used to capture,

manage, store, preserve, and deliver content and documents related to organizational processes

(Aiim, 2011, pg. 1).

Enterprise Resource Planning (ERP)- A systematic approach to merge company's

departments functions and/or tasks to a single electronic system that adheres to each departments

needs (Enterprise resource planning, 2011).

ImageNow- Electronic content management software that is used as an electronic filing

management database for storing, sharing, and sending electronic documents.

Needs assessment- Determines the existence and nature of performance problems. Also

establishes if training in the correct solution (Lee & Nelson, 2006; Allen, 1990).

Training- Providing employees the knowledge and skills needed to successfully complete

a job. Attitude/behaviors may also be attempted to change (Werner & DeSimone, 2009).

Users- Any faculty or staff of the University of Wisconsin-Stout that have proper security

clearances to access the functions and applications ofthe ImageNow database.

Worliflow-The flow or amount ofwork to and from office, department, or employee.

10

Methodology

A needs assessment will be used to determine the performance gaps in implementing the

ImageNow software program across the campus. The study population will consist of the

administrative assistants that deal with paper files on a daily basis. Through an online survey,

data will be collected using Qualtrics. An analysis of the survey results and conclusions will be a

part of this study.

11

Chapter II: Literature Review

The ImageNow software program was created by Perceptive Software and is classified

under "enterprise content management (ECM) software" (About ImageN ow, 2011, p. 1 ).

Perceptive Software has a patented technology called LearnMode that interacts with the

enterprise resource planning (ERP) applications. LearnMode allows the ImageNow software

program to be adaptable with various business ERPs and conforms to the usability of the client

(About ImageN ow, 2011 ). This chapter will cover information about ImageN ow and describe a

needs assessment including the purpose, roles, benefits, and the process of a needs assessment.

This chapter will also depict what training is as well as concerns that might affect the training

results.

ImageNow Electronic Filing Database

The ImageNow electronic filing database has several different processes that ultimately

lead into one thing-taking paper documents and creating an electronic management system. The

program is made up of"document imaging, document management, workflow, e-forms, and

records and information management" (About ImageNow, 2011, p. 6). By scanning or

importing documents into the ImageNow server, electronic versions are created that can be

retrieved and distributed through emailing, printing or faxing (ImageNow, 2010). Users can link

documents that are inside the database according to various keywords or numbers set up similar

to how a search engine searches the internet for websites. After the documents are linked into

the system, users can access those documents in a quick and convenient manner, send the

documents to others, and collaborate with fellow employees throughout the database.

Hackensack University Medical Center (20 11) was facing problems such as having an

overwhelming number of filed documents taking a substantial amount of time to find and

retrieve specific inf01mation. Paper and copying expenses were increasing and employee stress

12

levels were heightening because of the paper barrage, so a new process was sought out, and the

Human Resource team turned to the ImageNow program.

ImageNow delivered an obvious and quick return on investment, immediately liberating

400 square feet of storage space and saving employees hours of searching and filing time.

Hackensack University Medical Center has eliminated its HR file cabinets, off-site

storage fees, delivery fees, printing and paper costs. ImageNow has also been an

important tool for the organization's green initiative by reducing paper waste.

The New Jersey hospital expects productivity, storage, and resource savings beyond

$200,000 in just the first year of using ImageNow and nearly $500,000 over four years

(para. 2-3).

University of Minnesota System applied the ImageNow software to over 30 departments

and plans to keep expanding the number of departments each year. "Staff members are free from

the frustrations of paper, and eliminating the filing, physical transportation of documents and

frequent searches for lost documents has resulted in higher productivity and more time to focus

on primary duties" (University of Minnesota, 2011, para 2). Other university institutions

including the Bangor University, Cornell University, Illinois State University, Indiana Wesleyan

University, and the Kansas State University have given account to similar findings with the use

of the ImageNow software program. California Institute of Technology (2011) has reported a

33% increase in their workflow of processed applications, production rates went up by 40% and

student service increased as well. University of Michigan-Flint have saved over $5 million

dollars with the direct use ofthe ImageNow software program, calculating a ROI of 1,550%

(University of Michigan- Flint, 2011).

13

Needs Assessment

A need is the gap between what is and what should be (Lawson, 2006; Rossett, 1987;

Rothwell, & Kazansas, 2008; Witkin, & Altschuld, 1995). Roger Kaufman is said to be the

"father of the needs assessment" (Lee & Reeves, 2009), who determined gaps through inputs

which are only the means to the end to accomplish the desired outcome. Various needs

assessments have evolved, including specific individual needs assessments to extensive

organizational needs assessments. Some examples consist of the SWOT analysis, force field

analysis, and training needs assessments. Witkin and Alschuld (1995) explain that by stating

priorities and deciding on program/organizational improvement techniques through the

distribution of resources, a needs assessment can be performed. Those priorities, however, are

according to the needs of the employees and the organization.

It is critical for any organization to conduct a needs assessment before a training program

is implemented (Lee & Nelson, 2006; Allen, 1990). This is to determine ifthere is an actual

training solution to solve the performance problems. Needs assessment is the method to

recognize performance problems and to verify iftraining is the correct solution (Allen, 1990; Lee

& Nelson, 2006; Phillips & Holton, 1995). "Gaps" are found when performance problems arise

by comparing current employee performances to the desired performance of employees. The

needs assessment may show one or more of these gaps and tries to identify if it is a training or

non-training problem.

Geisler and Justus (1998) identify four primary functions of a needs assessment. These

include if training is the correct solution, the specific participants in the training (if applicable),

the deliverables of the training procedure, and the applications of the newly acquired KSAs from

the training to the workplace. Lee & Nelson (2006) also state that needs assessments:

• Gather data on perceived needs

14

• Identify knowledge, skills, and behavior discrepancies

• Assist trainers, human resource development (HRD) personnel, administrators, and

instructors in developing relevant curriculum materials

• Gather information that brings beneficial change to an organization or community

• Assess organizational needs

• Promote buy-in by participants (p. 78)

Employee, as well as upper managements' commitment can be seen if a quality needs

assessment is conducted.

Proficiency is being able to complete a task at optimal standards according to the

standard operating procedures (SOPs) of the organization. The needs assessment takes

proficiency and breaks it down into the three learning domains: knowledge, skills and attitudes

(KSAs ). These three domains are measured to determine the needs and the gaps. Rothwell and

Kazansas (2008) specify that a need should always be connected to the KSA's in order to

achieve competency and desired results.

The needs of the organization and the employees can be integrated through the needs

assessment (Lee & Nelson, 2006). Organizational transformations and program commitment can

alter the work environment in a positive way if a thorough needs assessment is conducted. If an

employee understands the needs of the organization and the organization understands the needs

of the employee, productivity can increase and a more positive work environment can be the

result. Also, future recommendations on organizational transformations may be noted once the

support and understanding of needs is sustained by the organization and employees alike.

A systematic procedure can lead to accurate results while conducting a needs assessment.

Figure 2.1 shows how Lee and Nelson (2006) have conducted their needs assessment in a

consistent method that has proven effective in many different scenarios.

MODEL OF NEEDS ASSESSMENT PROCESS

1. Identify the Purpose -----

1 2. Identify Information Needs }

• Current status • Desired level ----~/ • Environrnent

I ' 3. Identify Target Population ----~--!

I 4. Collect Cata }

• Select sarnple ·Select/develop instrurnent ------ Feedback · Gather data

I 5. Analyze Cata ~-~----·-------

) 6. Report Results-----------\

j 7. Apply/Use Results~-~-------

1 a. Evaluate Outcomes~--~~------

15

Figure 2.1. From Lee, H, & Nelson, 0. (2006).Instructional analysis and course development. Homeland, IL: American Technical Publishers, Inc.

Lee and Nelson (2006) further break down the steps into detail. Identifying the purpose

shows where the needs assessment is going and what the planning process is. Informational

needs give more insight on the purpose of the needs assessment, clearly recognizing elements

that need to be addressed and their interconnections. Specifying the correct audience is a very

important piece of the needs assessment, because training the wrong audience is not only a waste

of time, but a waste of money. Collecting the data can be distinguished into three steps:

planning, picking/creating data gathering methods, and finally collecting the data.

Eliminating biases should be an emphasis while analyzing the results in step five of Lee

and Nelson's (2006) model. Computers are more efficient when used to analyze results,

especially when dealing with quantifiable statistics. Reporting those results can either be done in

16

written form or orally, depending on the situation the researcher should choose the appropriate

method. The results of the needs assessment need to be applied in a timely fashion because

otherwise the needs assessment starts losing validity. Evaluating outcomes can be performed

two different ways. The first way is the formative evaluation method which is the procedure of

evaluating the needs assessment through each step of the process. The other evaluating outcome

is the summative evaluation which evaluates the needs assessment at the very end of the process.

Witkin and Altschuld (1995) divide needs assessment into three phases. The first phase

of the needs assessment is called the preassessment (exploration) phase. It starts with a plan

from management describing the purpose of the needs assessment, similar to the first step of Lee

and Nelson (2006). After the major issues are identified, the examination of archival data takes

place within the organization. Determining what data to collect, the sources the data will derive

from, methods used to analyze the data, how the data will be used, and eventually the analysis of

the data leads into the second phase of the needs assessment.

Phase two is the actual data gathering, or assessment phase. This phase determines the

situation, range and limitations of the needs assessment through the data collected. Priorities of

needs, based on the organization's needs, vision, and goals are to be recognized. Afterwards a

causal analysis takes place to analyze the needs, scoping the specific target, and examining the

resources that either affects the needs in a positive or negative manner.

Phase three is the last phase and is known as the postassessment or utilization phase. The

application of needs ranked in priority is set and solutions are recommended. The development

of an action plan is then created to give direction to the solutions recommended from the needs

assessment. After the action plan has been created and implemented, an evaluation examines the

effectiveness of the needs assessment. The final step of phase three is to create reports and make

a presentation to the management about the needs assessment.

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Training

"Training is a process to change employee's behavior at work through the application of

learning principles. This behavioural change usually has a focus on knowledge or information,

skills or activities, and attitudes or belief and value systems" (Anderson, 1993, p. 1 ). The

learning principles typically are connected to the organization's goals and the new skill acquired

is to be used in particular situation to improve results (Mayo, & DuBois, 1987). Werner and

DeSimone (2009) describe three categories for training which are: on-the-job, in the classroom

and self-paced which includes electronic delivery such as the internet.

Rapid changes in the workplace are seen in today's society and staying cuiTent with

trends and technologies is crucial for staying competitive. Staying current and staying

competitive means that a need for training will always exist. Training also needs to be cuiTent

due to changing demographics and technologies in order to be successful. Besides one-on-one

training techniques, new technologies allow training to happen in and out of the workroom.

Computer-based learning, simulations, and artificial intelligences (Prior, 1994) are just some

examples of the types of training that can occur in the workplace or even in the employees'

house, making training flexible and more open to various situations and scenarios.

Training can increase profits and raise productivity of the organization. This can be

considered an "investment in the people", which can be a direct link to strategic planning if

performed coiTectly. Companies will have a more open attitude about training and its potential

when facing significant changes such as "mergers, expansion, contraction, response to

competition, relocation, restructuring - to say nothing about changes to management style or

organizational culture" (Prior, 1994, p. 21 ). Anderson (1993) also gives various reasons why

training is used:

18

• Changing organization structures

• Dealings with problems of growth

• De-centralization

• Changing technology

• Contingency planning

• Inter-unit knowledge requirements

• Integration of policy and philosophy

• Team building (p. 14)

Issues concerning training include the question if the training actually increased the

organization's productivity, the design of the training, the changing workplace, and evaluating

the effectiveness of the training (Goldstein, 1989). Often training is conducted for the sake of

training and does not serve an actual purpose to the organization's production or profitability,

thereby emphasizing the requirement for needs assessment. The design of the training needs to

consider the characteristics of the audience, otherwise it will be ineffective, which will waste the

organization's time and resources. The changing workplace proves that current trends need to be

analyzed before the design of the training is done which also ties into the design of the training

and the importance of adhering to the audience of the training program.

Training evaluation needs to be on ongoing process even after the training is completed.

To properly evaluate a training program takes several months. Kirkpatrick (20 11) developed a

four level evaluation model which is shown in figure 2.2. The first level is reaction, which

considers the level of favorable reaction of the participants to the training. The second level of

evaluation is learning. This level measures the improvement within the KSA's achieved through

participating in the training program. Behavior is the third level and it describes the applicability

of what was learned during training back in the work place. The fourth level is results. This

19

level of evaluation calculates the differences between the factors before and after training in

reaching the organizational desired outcomes (Kirkpatrick, 2011 ).

Level 1 u.we< 2 Level 3 Le.,.el 4 Reaction Le-arfnr'lg BtJ-h<l>IIIOf Results

Figure 2.2. Kirkpatrick, D. (2011). The Kirkpatrick philosophy. Retrieved from http://www.kirkpatrickpartners.com/OurPhilosophy/tabid/66/Default.aspx

"The end is the beginning (Kirkpatrick, 2011, pg. 2)", is one of Kirkpatrick's founding

principles. The training program must be directed towards the desired workplace behaviors, as

well as, incorporate participants' characteristics and demographic factors in order to achieve a

positive and encouraging reaction from the participants.

20

Chapter III: Methodology

ImageNow is not being fully implemented in most departments on the UW-Stout campus.

Because of the lack of full implementation, miscommunication between the paperless initiatives

UW-Stout is trying to achieve and the processes of handling documents is being created.

Although there are some depmiments, like the office of Budget, Planning, and Analysis, who are

implementing the ImageN ow program, most departments are not incorporating the paperless

initiatives. This is seen through the procedures of handling documents and the stacks of file

cabinets located in many offices and storage closets across the campus. This chapter will

include the needs assessment method, subjects selected, the online survey instrument, data

collection procedures, analysis of the data and limitations of the study.

Needs Assessment

The needs assessment model created by Lee and Nelson (2006) will be used as the

framework of conducting the needs assessment. The needs assessment is critical to identify the

performance problems for the ImageNow program and if training is a viable solution to that

problem.

Subject Selection and Description

A list of administrative assistants was obtained from UW-Stout's Human Resources to

send the online survey throughout the various departments. Email addresses of those personnel

provided the contact information for the initial distribution of the data collection survey.

Instrumentation and Data Collection Procedures

The online survey was created not only for the needs assessment instrument, but also to

keep the alignment of the paperless initiatives intact. The Qualtrics program will be used to

create, disseminate, and analyze the data. Once the survey is completed, the data will be sent to

the researcher. The participants will be asked to complete the on-line survey within one week of

21

distribution. A follow-up email will be sent to all participants to ask to complete the survey if

they have not done so.

Data analysis.

Qualtrics is a software program that not only creates and distributes online surveys, but

analyzes the quantifiable data as well. Frequencies, comparative statistics, and percentages of

answered questions will be the main forms of analysis in the survey.

Limitations

This study will have two limitations:

1. Small survey sample size.

2. The online survey may not collect the employees' complete attitudes and opinions

of the ImageN ow software program.

22

Chapter IV: Results

Chapter IV discusses the results of the needs assessment. Through the use of Qualtrics

software, a 14 question survey was distributed to administrative assistants at UW -Stout to

determine ifthere was a lack ofKSAs in the applications ofthe ImageNow software. The

response rate totaled 53%, with 9 of 17 administrative assistants completing the online survey.

Individual survey questions will be analyzed and discussed.

Item analysis

The purpose of this study was to collect and analyze data regarding administrative

assistants use of the ImageNow software program throughout various departments on the UW­

Stout campus. The survey questions were grouped into four categories including: demographics,

applications, training, and abilities. The first three questions gathered information about the

background ofthe administrative assistants.

The first question asked how many years the employee had worked at UW -Stout.

Employees' employment dates ranged considerably throughout departments, but the distribution

was grouped in only two categories: 3-4 years and 7 years or more. Most participants (78%) had

been at UW-Stout for more than seven years.

Table 4.1 - Years of employment at UW -Stout #of Responses Percentage

Less than 1 year 0 -

1-2 years 0 -

3-4 years 2 22%

5-6 years 0 -

7 years or more 7 78%

23

Question two asked how long the administrative assistant had been in their cunent

position. Due to transfers and hiring throughout the UW -Stout campus, this question might have

provided insight that some or all participants were still new at their positions and may have not

had the chance to experience the ImageNow software program. Results show that this was not

the case, with the majority of participants working their cunent position for three years or more.

Table 4.2 - Years at cunent position # of Responses Percentage

Less than 1 year 0 -

1-2 years 1 11%

3-4 years 2 22%

5-6 years 2 22%

7 years or more 4 44%

Question three gathered the educational level of the participants, which has future

application for training administrative assistants. The training should be based on the

educational level of the participants to maintain effectiveness. The distribution was fairly even

between high school diploma and Bachelor's degree.

Table 4.3 - Level of education # of Responses Percentage

High school diploma 4 44%

Some college courses 2 22%

Bachelor's degree 3 33%

Some Master's degree courses taken 0 -

Master's degree or higher 0 -

24

Question four considered the application of communication throughout the UW -Stout

campus. Seeing how many times in an average week paper documents were being sent

throughout the university revealed how often ImageNow could replace the current method of

communication by the use of electronic mailing. Fully implementing the ImageN ow software

program can lead to a reduction in the amount of paper used.

Table 4.4- Paper documents sent weekly # of Responses Percentage

1-10 times 3 33%

11-20 times 2 22%

21-30 times 3 33%

41 times or more 1 11%

Not applicable 0 -

Question five inquired about past training methods that have been effective at UW -Stout.

Given various training methods while providing opportunity to include any other type of

training, this question revealed that group training was considered the preferred training method.

More than one selection, if applicable, was permitted to be chosen. Although there was not a

wide spread distribution, every participant chose group training as the perceived most effective

training method.

25

Table 4.5- Previous training methods # of Responses Percentage

One-to-one training 7 28%

Computer-based training 5 20%

Reading a manual 3 12%

Group training 9 36%

Other (please specify) 1 4%

-Attending classes

The following two questions (six and seven) examined the application of the ImageNow

software. Question six asked if any employees in the administrative assistant's department

applied the ImageNow software program in the workplace. The distribution was almost split, but

56% of the participants stated that employees in their departments applied the ImageNow

software program in the workplace.

Table 4.6- Use oflmageNow in department # of Responses Percentage

No 4 44%

Yes 5 56%

Question seven asked the survey participants if they had used the ImageNow software

program. Administrative assistants have the responsibility for completing filing duties in each of

the UW -Stout depmiments. These employees handle and distribute files on a daily average of 20

times per week, as found in question four. Time and money could be saved if full

implementation of the ImageNow software reduced or eliminated the need to save, store, and

send paper documents in each department. Two-thirds of the participants had never used the

ImageN ow software. If respondents answered no to this question, the survey was complete due

26

to the fact that the rest ofthe survey dealt with experiences of the ImageNow software. Sixty­

seven percent of the respondents answered no to this question.

Table 4.7- Use oflmageNow personally # of Responses Percentage

No 6 67%

Yes 3 33%

Question eight asked how often participants used the ImageN ow software. How often the

software was applied should be surveyed before and after full implementation to help gauge the

benefits and effectiveness of the ImageNow software. The results showed that the software was

being used three hours or less on a daily basis among all participants.

Table 4.8- Hours of usage # of Responses Percentage

0-1 hours 2 67%

2-3 hours 1 33%

4-5 hours 0 -

6-7 hours 0 -

8 or more hours 0 -

Training on ImageN ow was examined in the following two questions. To determine if

formal training was conducted and what methods were used may help in the consideration of

new training methods/techniques. If the patiicipant answered no to this question, the next

question was skipped because it did not apply. Two of the three participants had received

fmmal training in the ImageNow software.

27

Table 4.9- Formal training on ImageNow # of Responses Percentage

No 1 33%

Yes 2 66%

Question ten asked about the type of formal training participants had received. The

purpose of this question was to document the type of training already incorporated with the

ImageNow software program, as well as consider how it corresponded with what participants

viewed as effective training methods found in question five. One participant had received one-

to-one training and the other received group training.

Table 4.10- Type of formal training for # of Responses Percentage ImageN ow

One-to-one training 1 50%

Reading a manual 0 -

Computer-based training 0 -

I have not received any type of formal training 0 -

Other (please specify) 1 50%

-Group training

Questions 11 and 12 studied the abilities of participants to use the ImageNow software

program. The two primary steps for managing documents in the ImageNow database are

printing documents into ImageNow and conectly linking those documents in the database. The

ability to perform each step was documented by assessing the participants overall KSA's of the

ImageNow software.

28

Table 4.11 -Print documents into ImageNow # of Responses Percentage

Poor 1 33%

Adequate 1 33%

Proficient 1 33%

Not applicable 0 -

Question 12 considered the participants ability to link documents into the ImageNow

database. Not doing this step correctly and systematically would result in an unorganized file

cabinet and an unusable electronic database. Only one participant was proficient at this task.

Table 4.12- Link documents into ImageNow # of Responses Percentage

Poor 1 33%

Adequate 0 -

Proficient 1 33%

Not applicable 1 33%

Question 13 examined how often ImageNow was currently being implemented in

communicating documents throughout the campus. All participants responded that they used the

software on average 1-10 times per week to send documents.

29

Table 4.13- ImageNow documents sent # of Responses Percentage weekly

1-10 times 3 100%

11-20 times 0 -

21-30 times 0 -

41 times or more 0 -

Not applicable 0 -

The final question provided an opportunity for participants to make any additional

comments about the ImageNow software, paper distribution, survey, or any other thoughts.

There were no additional comment responses provided.

30

Chapter V: Discussion

The purpose of this study was to conduct a needs assessment to determine if the UW­

Stout administrative assistants were competent at using the ImageNow software program.

ImageN ow could save thousands of dollars as well as valuable time in the process of filing and

maintaining faculty, staff, and student records if it were fully utilized.

Administrative assistants were the target population of this study because the majority of

the filing process were completed through them. Part of their duties and tasks were collecting,

organizing, filing, and maintaining records in their departments. Through UW-Stout's laptop

policy, all administrative assistants were provided an university laptop computer capable of

running the ImageNow software program upon employment.

To coincide with the paperless initiative, an online survey was used for data collection.

Qualtrics software was used in the data collection process, allowing participants to complete this

survey in the designated one week timeframe. Survey results were recorded, charted and

analyzed through an Excel spreadsheet provided by Qualtrics. The conclusions and

recommendations of the results will be displayed in this chapter.

Conclusions

The needs assessment revealed that the UW -Stout ImageN ow software program was not

being fully implemented, with six of the nine administrative assistants having no working

experience with the software.

The lack of knowledge or formal training of the ImageNow software program resulted in

administrative assistants not fully utilizing the software program. Out of the three participants

that used the software, only one participate proficiently used the ImageNow software program.

Six of nine (66%) ofthe administrative assistants never experienced the ImageNow software and

only one of nine ( 11%) was proficient in printing and linking documents.

31

Demographic data provided information on the participants' educational level, which

ranged from a high school diploma to a Bachelor's degree. Four of nine (44%) participants had a

high school diploma, two of nine (22%) had taken some college courses and three of nine (33%)

had a Bachelor's degree.

Recommendations

Overall, UW-Stout administrative assistants lack fmmal training on the ImageNow

software program. Formal training was provided to only two of the participants, which resulted

in most administrative assistants lacking experience and knowledge of the ImageN ow software

program. The primary training method that was deemed most effective by participants was

group training (9/9). Group training was actually used to train one participant in the ImageNow

software program and could be the most appropriate method to train all administrative assistants

on the ImageNow software. Accordingly, this study recommends two actions: (1) ensure that the

ImageNow software program is installed in each administrative assistants' university provided

laptop computer. (2) design and deliver a formal ImageNow software training program using

group training techniques to train all of the UW -Stout administrative assistants.

32

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Appendix A

ImageNow Software Needs Assessment for the

University of Wisconsin-Stout Survey

1. How many years have you been working at UW -Stout?

a. Less than 1 year

b. 1-2 years

c. 3-4 years

d. 5-6 years

e. 7 years or more

2. How long have you been working at your current position?

a. Less than 1 year

b. 1-2 years

c. 3-4 years

d. 5-6 years

e. 7 years or more

3. What is your level of education?

a. High school diploma

b. Some college courses

c. Bachelors degree

d. Some Masters degree courses taken

e. Masters degree or higher

35

4. How often a week do you send paper documents to other staff, faculty and departments

on the UW -Stout campus?

a. 1-1 0 times

b. 11-20 times

c. 21-30 times

d. 41 times or more

e. Not applicable

5. What type of training at your position has been effective for you? (circle all that apply)

a. One-to-one training

b. Computer-based training

c. Reading a manual

d. Group training

e. Other (please specify)

6. Do fellow employees in your depmiment use ImageNow?

a. No

b. Yes

7. Have you ever used the ImageNow electronic filing database? a. No (end survey)

b. Yes

8. If yes, how often a week do you use it?

a. 0-1 hours

b. 2-3 hours

c. 4-5 hours

d. 6-7 hours

e. 8 or more hours

9. Have you ever been formally trained on how to use the ImageNow electronic filing

database?

a. No (skip to question 11)

b. Yes

10. If yes, how was it conducted?

a. One-on-one training

b. Reading a manual

c. Computer-based training

d. I have not received any type of formal training

Other (please specify)

11. How would you rate your ability to print documents into the ImageNow database?

a. Poor

b. Adequate

c. Proficient

d. Not applicable

12. How would you rate your ability to link documents into the ImageNow database?

a. Poor

b. Adequate

c. Proficient

d. Not applicable

36

13. How often a week do you send electronic documents from the ImageNow database to

other staff, faculty and departments located on the UW -Stout campus?

a. 1-1 0 times

b. 11-20 times

c. 21-30 times

37

d. 41 times or more e. Not applicable

14. Any additional comments regarding ImageNow?

Thank you for your time and participation!