Getting the Most from Your SMEs

By Kim Bernier, CEP Performance Consultant, Kelli Buchanan, CEP Performance Consultant, &
Karen VanKampen, CEP Consulting Director

The quality of your upfront analysis can make or break your performance improvement solution. If you've properly pinpointed the true causes of your performance problems and have captured all of the job-critical tasks, skills and knowledge that performers need to succeed, then you'll be confident that the solutions you recommend will be built on a rock-solid foundation. If, however, your analysis is incomplete or flawed, then your recommendations may very well be built on quicksand - they may stand temporarily, but over time, they will sink.

One way to minimize this risk is to leverage your subject matter expert (SME) relationships. SMEs are the people who have the information you need for any given performance improvement project. They can be exemplary (or star) performers, managers or supervisors of exemplary performers, or even the end users of your solutions.

Mismanagement of SMEs can have serious consequences. Your project may:

• Never get completed
• Go over budget or get delayed
• Result in training that lacks substance or, conversely, is too advanced for the target population
• Create conflict between training and line management

There are any number of reasons why these disastrous consequences can occur, but here are some of the more common ones:

• SMEs had no interest in the project (either through a lack of incentive or a lack of buy-in to the project goals)
• SMEs had no time for the project (due to conflicts with regular work duties, deadlines, or personal schedules)
• The wrong SMEs were selected for the project (people didn't have the necessary level of knowledge and detail needed or who weren't star performers)

To help you avoid these common SME issues, consider these seven keys to getting the most out of your SMEs:

1. Identify the right SMEs for the task. To help you choose the right SMEs, identify in advance, in as much detail as possible, the specific skills, knowledge and characteristics you are looking for. This will result in fewer mismatches in SME selection. At the same time, it can give you the "ammunition" you need to turn aside proposed SMEs who may be political appointees. Keep in mind that all SMEs chosen should be exemplary performers who perform their jobs on a consistently high basis. For example, in sales, exemplary performers may not be the top producers in any given month; rather, they are more likely the performers who produce to expected levels on a month-to-month basis.
   
   
2. Clarify SME roles and responsibilities. Explain upfront exactly what you will need SMEs to do (for example, participate in interviews, be available for observations, describe realistic job scenarios, review instructional materials, provide feedback, etc.). Also describe the importance of their role and how they fit into the project as a whole.
   
   
3. Make SMEs part of your project team. SMEs are often looked on only as information resources. But by involving them as team members from the very beginning, you will help foster a sense of shared success. To help make SMEs feel like part of your team, keep them apprised of the project's progress, invite them to team events (such as lunches, milestone meetings, etc.), and openly communicate schedule updates and expectations.
   
   
4. Explain what's in it for them. Describe the goals of the project and how these outcomes will benefit them (for example, it will save time and money; it will streamline workflow; it will boost their department's productivity, etc.). Be sure to communicate personal benefits as well, such as the chance to network with other experts in the organization, to have their opinions valued, to be among the first to try out new software or equipment, etc.
   
   
5. Communicate process phases and time estimates for SME involvement. Non-developers have no idea what happens in each phase of analysis, design and development, or how long each phase takes. This lack of awareness can cause problems when SMEs schedule other work or make personal plans which conflict with your project timeframe. To alleviate this conflict, be sure to communicate upfront the project phases in which SMEs will need to be involved, along with an estimate of the SME time needed for each phase. Not only will your project be more likely to stay on track, SMEs will experience less stress from conflicting schedules and priorities. Don't forget to keep your SMEs informed of schedule updates.
   
   
6. Help SMEs describe the needed detail level. Exemplary performers often have a difficult and frustrating time describing the small steps of what they do (such as performing a specific task or solving a problem) because the steps are often internalized to the point where they don't even think about what it is they're doing. Your task is to ask the right questions that will get down to the level of detail needed to train others to perform at a similar degree of competence. Spending time identifying these questions upfront can help minimize the frustration of your SMEs. Offering examples of the type of detail you are looking for can also prove helpful.
   
   
7. Reward your SMEs for success. Close out your project by recognizing the contributions of all your team members, including your SMEs (such as a "thank you" note, a celebratory meal, a letter from upper management, mention in the company newsletter, etc.). This small touch can go a long way in forging a healthy relationship between training and frontline personnel.

These practical tips are based on lessons we have learned from working with countless SMEs over the past 10+ years. We hope they help you foster a mutually beneficial working relationship with your SMEs.