Project Gap Analysis

Project Gap Analysis Strategy
WW Consulting
March 11, 2016
Project Description
PJ Enterprises is a mail order catalog business that develops, manufactures, and markets highquality gifts, apparel and home accessories and distributes them through its mail-order catalog and
retail store. Management is concerned with a 30% increase in customer complaints with the
telephone operators as compared to the same period last year.
WW Consulting has been asked to design, develop, and deliver a learning program for the
telephone operators. The training course is intended to be delivered before the catalogs are mailed.
Before proceeding WW Consulting will complete a needs (gap) analysis. The analysis will
determine possible solutions to their customer service issues, which will then be analyzed, designed
and assessed to best meet PJ Enterprises needs.
Information Needed
What specifically are the complaints of the customers?
What, if anything, is affecting the performance of the telephone operators? (training, attitude,
work environment, other?)
What reasons do the operators give when leaving the company?
What has management listed as cause for termination for those fired?
What training exists? Specifically, what is the content of that training?
What are managements expectations of the employees? Do the employees meet these
expectations? How do the employees feel about/ respond to those expectations?
Project Gap Analysis
Team Strategy
WW Consulting will use a variety of methods to collect the needed information, including:
Interviews
Observation
Surveys
Review HR documents recruiting and sourcing technologies
Document analysis- existing training, handbooks
Research data will be used in the following analyses:
Performance Analysis- document search of HR and customer complaints,

interviews, observation
Content Analysis- document search, surveys, interviews
Task Analysis (Develop an understanding of what employees need to know in

order to perform their jobs)- observation, interviews, survey
Environmental Analysis
1) What is going on what is the current state?
Employee high turnover rate (resignation or termination) and job

dissatisfaction
customers dissatisfied with knowledge, etiquette, timeliness
HR difficulties in recruiting, hiring, training new staff
unknown if management expectation of system and employee use of system is

realistic
2) What will solve the performance issues, including all types of interventions in addition to or
instead of training?
Training
Modification of operator performance expectations
Increase motivation
Increase employee accountability

3
Software upgrade (customer support/ phone decision tree)
Analysis Plan
1.
Research
Method
Interviews
Target Audience
Jane Mackenzie
Judie Thompson
Sheena Perez
Bruce Bennett
Supervisors
Telephone Operators
2.
Observation
Human Resources
Telephone Operators
Customer Service
Supervisors &
Management
3.
Surveys
Telephone Operators
Customer Service
Supervisors
Information You Hope to Gain

Management information, goes, measurements,
timelines for the project
Current state, training information
Current state, training information
System information, current state, current issues
Process analysis, performance gaps, current
problems, what is working well
Process analysis, performance gaps, current
problems, what is working well
Positive and negative impacts to efficiency,

staffing needs
shift work/scheduling impacts
use of knowledge and accessibility of
information
feedback methodology
Ways to improve performance gap
Insight into simplifying/ streamlining the phone
call processes & procedures
Increased job satisfaction & employee retention
Team Member
Responsible
Amy
Bridget
Rebecca
Coral
4.
5.
Research
Method
Document
Research
Target Audience
Document
Research
Instructional
Designer/
management
stakeholders
HR department
personnel
Information You Hope to Gain

To gain insight on the recruiting and selection
process.
Locate any deficiencies in the recruiting,
selection, and hiring process.
Determine whether appropriate proactive
measures are in place to assess the
qualifications of candidates.
Evaluate documents leading to either
termination or resignation to gather reasoning
for departure.
When complaints are made
Operator associated with complaint
Knowledge of the customer complaint
procedure
Team Member
Responsible
Bridgett - HR
Jen - Customer
complaints
Activity 1 Interview - Jane MacKenzie

Details of Activity/Method
For the interview of Jane Mackenzie, we hope to reiterate managements goals for
this project, and uncover any more details about the problem. It may also review
other roadblocks or dependencies previously unknown.
Questions to Ask
What are the goals of the project?
What is the timeline for this project?
What are the metrics used for success?
What, if any, are possible obstacles for this project?
Is the company making any other changes that may affect this project?
Activity 2 Interview - Bruce Bennett

For the interview of Bruce Bennett, we hope to discover the current state of
company systems, whether there are any current known problems, and if there are
any changes planned.
Questions to Ask
What current systems are uses for the telephone operators and supervisors?
How long has the system been used?
Does the current system meet the current needs?
If not, how so?
Is there any system downtime?
How much system support is available?
How are system problems reported?
How are system problems addressed?
Are there any current, know system problems?
If so, how are they being addressed?
Are there any changes being planned the current system programs or
structures? Anything new on the horizon?
Activity 3 Interview - Judie Thompson

Since Judi and Sheena previously performed the training, this interview will help
us discover the current state, what works well, what does not, and any
improvement suggestions they may have.
Questions to Ask
How is training conducted?
What works well in training?
Are there any obstacles for training?
How do the trainees feel about the training?
What questions are asked by the trainees in training?
Have you made any recent changes in the training?
If so, why? Did the change make the expected outcome?
Do you feel the training is effective?
Can you describe the ideal state for training?
Do the trainees offer any feedback about the training?
If yes, what is done with that feedback?
Is there any follow-up training?
Activity 4 - Interview - Sheena Perez

Since Judi and Sheena previously performed the training, this interview will help
us discover the current state, what works well, what does not, and any
improvement suggestions they may have.
Questions to Ask
How is training conducted?
What works well in training?
Are there any obstacles for training?
How do the trainees feel about the training?
What questions are asked by the trainees in training?
Have you made any recent changes in the training?

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If so, why? Did the change make the expected outcome?
Do you feel the training is effective?
Can you describe the ideal state for training?
Do the trainees offer any feedback about the training?
If yes, what is done with that feedback?
Is there any follow-up training?
Activity 5 - Interview - Supervisors

For the interview with the Supervisors, we hope to learn the current state of the
supervisors processes, as well as any gaps in performance. We hope to gain
insights into the systems, processes, training, and feelings of the supervisors.
Questions to Ask
Describe the process or processes that the telephone operators perform.
How do the telephone operators answer calls initially? Is there a script?
What types of inquiries can the telephone operators handle?
What types of inquiries are transferred to the Supervisors?
What system interactions do the telephone operators process if the call is

handled?
What system interactions do the telephone operators process if the call is

transferred?
How do the telephone operators transfer the calls? Is there a script?
Do the telephone operators have access to additional tools such as job aids,
process and procedures, etc?
Describe the process or processes that the supervisors perform.
What system interactions do the supervisors process for transferred calls?
Do the supervisors have access to additional tools such as job aids, process and
procedures, etc?
Are there any other departments or touchpoints involved in handling elevated

calls? If yes what is the nature of this additional support?
Do the supervisors have additional duties other than answering elevated

inquiries? If yes, what are their duties?
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Telephone Supervisor star performer
Is the training good?
Do you perform tasks differently than what was trained? If so, what?
Do you perform tasks or processes that are workarounds?
Are their limitations in the system?

Telephone Supervisor
What are obstacles to performing your job?
How do you feel about your job?
How do others feel about their jobs?
How would you like the process to be?
If you could have an ideal situation, how would it work?

Telephone Supervisor new hires (neophytes)
What part of performing your job is going well?
What is not going well?
Was there anything not covered in training that you discovered later? If so,
what was that? How did you discover it?
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Activity 6 - Interview - Telephone Operators

For the interview with the Telephone Operators, we hope to learn the current state
of the Telephone Operators processes, as well as any gaps in performance. We
hope to gain insights into the systems, processes, training, and feelings of the
Telephone Operators.
Questions to Ask
Telephone Operators star performer
Is the training good?
Do you perform tasks differently than what was trained? If so, what?
Telephone Operators
Describe your job.
What do you like about your job?
What goes well in your job?
What are obstacles to performing your job?
How do you feel about your job?
How do others feel about their jobs?
How would you like the process to be?
If you could have an ideal situation, how would it work?
Telephone Operators new hires (neophytes)
What part of performing your job is going well?
What is not going well?
Was there anything not covered in training that you discovered later? If so,
what was that? How did you discover it?
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Activity 7 - Observation - Telephone Operators

The data accumulation method to be used is observation. Emphasis is on observed behavior;
questions will be limited.
Telephone Operators will be observed prior to accepting calls, while accepting
calls, and after their call shift has ended. Operators are available 24/7.
Observations will be performed to determine what tasks in the work flow increase
and decrease efficiency including accessibility of documents and information and
environmental factors.
Questions to Ask
Prior to accepting calls they will be observed logging into the system and taking
steps to prepare for their shift.
Do they have scripts available (on line or hard copy)?
Is the workstation ergonomically correct (headsets or hand held receivers,

monitors at correct height, proper lighting, and limited distractions)?
The operators answer the phone with a standard greeting, place the order directly
in the system and encourage the customer to answer a few brief customer-service
questions.
While accepting calls are the operators able to enter the order into the system
easily or are there multiple steps involved?
Do they need to consult a reference guide to enter the order?
Do the operators use multiple references like scripts and user guides while
entering orders?
Do the operators put the callers on hold while entering the order?
Do the operators have knowledge of (some, most, all) the available products?
Do the operators put the callers on hold before transferring them to customer
service?
Are the operators able to assist angry customers in a calm and timely manner
(scripts, urgent call alert)?
Are the operators taking breaks between calls and if they are why (stretching,
changing lighting)?
Are the operators able to answer calls in a timely manner or are there multiple
steps involved in answering calls (multiple clicks, rings, switchboard)?
Are there enough operators working peak call times?
Are breaks staggered?
After their shift is over and prior to leaving their workspace, if it is a shared
workspace, do the operators take any steps to help their relief set up (remove
personal items, rubbish)?
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Do the operators complete call logs, complaint sheets, etc at the workstation?
Are there activities that prevent the relief shift from starting immediately or are
calls put on hold until the shift change is completed?
Do the operators appear haggard or emotionally distressed at the end of their

shift?
Activity 8 - Observation - Customer Service

Supervisors
Supervisors will be observed to determine how and why they are able to answer customer questions
more efficiently than operators and if there are other impacting factors including environment and
accessibility of information.
Customer Service Supervisors will be observed answering calls transferred by
operators.
Calls are redirected to a customer service supervisor to be answered satisfactorily.
Questions to Ask
Do the supervisors have the same product reference materials as the operators?
How much time do the supervisors spend answering questions about products
vs calming irate customers?
How long is the wait between calls?
Do the supervisors put the customers on hold?
Are the supervisors able to answer the questions or resolve the issues in a
timely manner or so they need scripts, reference materials, etc?
How many supervisors work each shift and what is the ratio of operators to
supervisors?
How are the supervisor work stations similar to or different from the operator
work stations?
Activity 9- Observation - Management

Management will be observed to determine if feedback is provided and how employees react to the
feedback. Other factors including method of delivery, meeting environment and employee
interaction will also be observed.
Management will be observed during a monthly employee meeting.
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Employee meetings are scheduled once a month and are poorly attended because
of employee work hours. Workers are not compensated for attending these
meetings.
Questions to Ask
Observations of management body language- do the managers appear closed

off or open and inviting?
What time is the meeting held?
Which shift of employees (day, swing, graveyard) has the highest attendance?
Are the employees given positive feedback?
Is the meeting recorded for employees unable to attend?
Is there material covered in the meeting that is necessary for employees to do

their jobs?
Do managers take the time to answer employee questions thoroughly?
Activity 10- Surveys

The survey questions will be a combination of a 5-option multiple choice

(strongly disagree, somewhat disagree, neither agree nor disagree, somewhat
agree, strongly agree.) and comment sections.
Questions to Ask
I have the tools and resources I need to do my job well.
On my job I have clearly defined quality goals.
PJ Enterprises does an excellent job of keeping employees informed about

matters affecting us.
When a customer is dissatisfied, I can usually correct the problem to their

satisfaction.
Management visibly demonstrates a commitment to quality.
How satisfied are you with your formal involvement in decision making
affecting your work?
Considering everything how satisfied are you with your job?
Do you have a working understanding of how to use the phone operating

system?
Are scripts, and product guides well organized and easy to use?
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What suggestions do you have for improvement of PJ Enterprises?
What two or three things would you like to see changed at PJ Enterprises to
improve work performance?
What other issues would you like to address?
Activity 11 - Document Search - Human Resources

PJ Enterprises has stated that their human resource department faces many challenges. One of the
greatest challenges is recruiting, selection, hiring, and managing new people. They have also
confirmed that they have a very high turnover rate (telephone operators, customer service
supervisors, and warehouse staff), in which one staff member either resigns or is terminated every
other month.
Research would be conducted in the form of interviews, surveys, and
data/document review. One-on-One interviews would be scheduled for all human
resource personnel, including but not limited to: Recruiters, Talent Acquisition
Managers, Benefits Coordinators/Manager, Generalist, etc
Following the interviews, a survey would be administered to receive feedback on
current processes and recommendations. Exit interviews, Disciplinary Actions,
and Termination files will be reviewed and used to examine root cause.
Questions to Ask
General Questions
What is your Job Title?
What were you hired to do?
Hows your job directly linked to recruiting and staffing of new employees?
Hows your job directly linked to training of new employees?
Staffing & Recruiting
What is your current recruiting process?
What technologies or recruiting software is used to recruit candidates?
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What makes this software unique/pros?
What are the challenges or cons?
What software would you prefer? Why?
What job boards are used to post your positions?
Which one attracts the best candidates?
Where do you find most of your candidates?
Do you have a referral program?
Candidate Qualifications/Selection
What are the job requirements for telephone operators, customer service
supervisors, and warehouse staff?
What is the minimum experience required for each respected position?
What is the general selection process?
What determines whether a candidate is qualified?
Who are the decision makers? Who makes the hiring decision?
What is current interview process?
Activity 12 - Document Search - Customer

The document search is to determine the current state of the customer complaint
process.
Information Looking for:
Are there more complaints at particular times of the day/year/with particular

catalogs?
Do the complaints against employees correlate to the dismissals and

resignations of those same employees?
How are complaints resolved? Are complaints shared with the specific
operators involved?
What procedure is in place for registering customer complaints in the system?
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Are there recordings of calls?
How does the customer lodge a complaint?
Is there any follow up with the customer after a complaint is lodged?
Regarding the customer survey:
What was the sample size?
Trends?
Population surveyed?
What specifically was asked on the survey? Is it biased or leading?
Roadblocks & Dependencies

Roadblocks / Dependencies
Dependency: Documentation of
complaints process exists
Roadblock: Shift schedules
Roadblock: Available time
Interviewees may have limited time
to sit down for a face to face
interview.
Technology Functionalities
Dependency: Assessments
Mitigation Strategies
Observation of operators handling
complaints
Conduct observations during all
shifts
If both Judie Thompson and Sheena
Perez are not available, interview
just one. Consider giving surveys
first, and saving the key questions
for a face to face interview.
Review current functionalities and
compare to what would be needed
Implementation of Assessments in
the hiring process
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Project Gap Analysis Strategy

What specifically are the complaints of the customers?

What reasons do the operators give when leaving the company?

What training exists? Specifically, what is the content of that training?