Module 2 Project Gap Analysis Strategy

for Team 3: Coast to Coast

7/5/2016
Objectives:

Develop survey and interview questions to obtain critical information from management,
operators, human resources and SMEs.
Compile information received from surveys and interviews.
Analyze data obtained from surveys, interviews and observations to determine a design
plan.
Determine a plan that aligns with organization's goals and objectives.

Current Situation:
Currently, the telephone operators and director of sales support, Human Resources and SMEs
contain the knowledge we need to get a better picture of what the current situation is at PJ
Enterprises. The team recommends gathering information through surveys from management
and operators, interviews from management, human resources and SME and observations of
environments and office culture to determine the next step in the planning process.
Outcomes:
The team will compile and analyze the data received from interviews, surveys and observations
to determine the next step in the planning or design process. In the analysis process, the team
will devise methods to ensure that the objectives are met to meet the needs of the client and
enhance the companys mission.

Project Description [EK, KT, CB, BT, MS]issues.

PJ Enterprises is requesting the design, development and delivery of a learning program for
their telephone operators. The training that has been requested is projected to be delivered
before the catalogs are mailed and targeted to address customer service supervisors, and
telephone operators on catalog items.

PJ Enterprises is reporting a high turnover rate of the telephone operators and a poor customer
service reporting. As a result, PJ Enterprises is seeking consultation to improve customer
service results. Coast to Coast needs to analyze training strategies, onboarding and orientation,
technology needs, management and employee communication, office culture, and expectation
and workflows.

Coast to Coast will create a project to assist PJ Enterprises in promoting better

customer service results.
Analysis
Category
Learner
Demographics

Environment /
Morale

Key Questions

Objective

Age range of operators?

Educational background?
What is the most common employment
experience background?
Operators roles and responsibilities?
Current work schedule?

Develop Survey and interview questions to

target core issues within organization

How would you describe the current work

environment?
What are the current reward structures?
What is the turnover rate?
What is the environment like (e.g., lighting/
heating)?
Why are employees dissatisfied with their
jobs?
Are there advancement opportunities?
Can we observe the operators and shadow
calls/listen to recordings?

Determine office culture and environment

and supports needed to ensure employees
feel valued and appreciated

Provide analysis of data

Create employee/ management and

communication strategies

Assess development of employees to

increase employee retention

Leadership/
Management

Training and
Onboarding

Roll out date of the catalog?

Previous customer service experience?
How is leadership managing the workflow?
Have employees been trained on phone
etiquette? Other trainings?
Is there a standard greeting?
What is the most common issue with
customers?
How are the customer issues addressed?
How are customer issues addressed with
operators?
How many calls are the operators required
to take each hour/day? How long should an
average call take?
Is there access to an employs knowledge
base/process documentation data base?
Are there call scripts and role strategies
used?
What is an example of a call that goes well?
What is an example of a call that does not
go well and what should be done
afterwards?

Crate workflow and timeline progression for

employee production

What is the current onboarding process

like?
Is the current training effective? Why or why
not?
How experienced are the current trainers?
What are the guidelines to be a trainer?
Is there any training feedback? operators
How knowledgeable are the operators with
answering product questions?

Assess current training and onboard

strategies

Determine management structure, training

and employee feedback strategies
Management expectations of employees
performance
Assess needs and gaps in training,
documentation, training manuals and
performance from a management
perspective

Determine training needs

Assess how training can be improved

Information Needed [CDB, MS]

Team Strategy [EK, KT, BT, CB, MS]

Currently, the company is experiencing high turnover, low customer service ratings, and
problems with workflow processes. As a result the following strategies will be utilized to help
determine how to solve the core problems within the company and address additional problems
to improve overall performance:

Surveys
Operators
Leadership
Interviews
Operators
Leadership
s
Survey Analysis Review ts
Analyze data
Performance solution
Observe operations
Operator ergonomics
Physical environment
Office culture
Access of process documentation/training

Analysis Plan [KT, CB, MS]

Research
Method

Target

Audience

Information
You Hope to
Gain

Team Member
Responsible

Observation Telephone
O
Operators

b
s
e
1
.

Efficiency, what Kelly Thorell

does the
process look
like, what is the
office culture
like, what does
the physical
environment
look like.

Interviews

Leadership
2
(Supervisors,
.
human
resources,
SMEs)

Getting insight Kelly Thorell

into how the
leadership
handles and
feels about job
performance,
human
resources to
get a better
idea of job
descriptions
and goals and
SME s to get a
better picture of
training.

Surveys

Leadership and
3
Telephone
.
Operators

Gain insight
Chris Bland
into training,
technology and
equipment,
Environment
and Morale and
management

Survey
Analysis
Review

Leadership and
4
operators

.

Analyze data
and gain
insight into
performance
solution form
results.

Melissa Smiley

Activity 1# - Observation- KT
Details of Activity/Method
Observe telephone operators across three days observing at least two different shift times to
gain information about the work environment, culture and telephone etiquette.
In addition, the observer will either sit in on or listen to recorded calls to get a better picture of
how telephone etiquette is being handled and what improvements can be made.

The observer will document the following items:

Physical environment- distractions, equipment, technology, work set up, temp and
lighting.
Telephone operator skills- typing, entering data, wait time/ response time, using the
computer, communication with customers, product knowledge, how they answer
customer questions, transferring calls and billing process.
Office Culture- dynamics between supervisors and operators, dynamics between
operators, breaks and staff distractions

Activity 2 # - Interviews - KT
Details of Activity/Method
The team will interview leadership, which includes Supervisors, Human Resource and SMEs
Judie and Sheena. The team will interview the leadership to get a better picture of how they feel
about job performance and possible improvements they would make. They will also interview
human resources to learn about the hiring process, staff evaluations and performance. In
addition, the SMEs will be interviewed to get more information about their current training
process, what they think is working and what they would like to improve.

Questions to Ask

Human Resources

Can you provide us with job descriptions for Supervisors and Telephone Operators?
What previous experience do you require from telephone operators coming in?
What does an ideal supervisor and operator look like to you?
How do you measure the performance of supervisors and operators?
How would you describe the office culture?
What is your current evaluation process look like?
What are the employee incentives to perform better?
What are some of the advancement opportunities for employees?
What are your key performance indicators for employees?
How is feedback to staff handled and documented?
Can you share some of the new policies and procedures that have recently been put into
place?

Subject Matter Experts Judie and Sheena

What are your current thoughts about the training process?

What were your goals and objectives?
Were you familiar with the trainees and what experience they had coming into the
training?
How did you evaluate/assess the training?
What are some of the biggest strengths of the training?
What are some improvements you would like to make about the training?
Can you share some of the training information you have handed out and presented?
How did the employees respond to the training?

Activity 3# - Survey CB
Details of Activity/Method
The team will conduct a survey to leadership and operators. The survey will be confidential and
address training, technology and equipment, environment, morale and management.

Questions to Ask
xx
PJ Enterprises Manager Discovery Survey
1. Training

Strongly Agree
(1)

Somewhat Agree
(2) (2)

Somewhat
Disagree
(3)disagree (3)

Strongly Disagree
(4) (4)

I am confident
that PJ
Enterprises'
training program
properly prepares
our operators to
take calls. (1)
I participate in
post-training
feedback with
operators
frequently within
the first 90 days
of employment.
(2)
I conduct reviews
periodically about
operator
performance and
make employees
aware of
improvement
opportunities. (3)
All supervisors
help operators
overcome my
challenges. (4)
Operators are
more confident as
they gain more
experience taking
calls and
receiving
feedback. (5)

Mentoring is an
effective way for
employees to
gain skills from
more
experienced
employees.. (6)

2. Technology and Equipment

Strongly Agree
(1)

Somewhat Agree
(2) (2)

Somewhat
Disagree
(3)disagree (3)

Strongly Disagree
(4) (4)

The current
technology is
adequate for
operators to do
their job. (1)
Computers and
laptops are
updated and
upgraded
regularly. (2)
Operator
workspace and
equipment is
ergonomically
comfortable. (3)
The operators'
workspace has all
of the equipment
they need to do
their job
effectively (i.e.
dual screens,
keyboard,
telephone,
headset, a
mouse, and a
comfortable
chair). (4)
Current call
software is up to
date and has all
of the features
that an operator
would need to do
their work. (5)

3. Environment and Morale

Strongly Agree
(1)

Somewhat Agree
(2) (2)

Somewhat
Disagree
(3)disagree (3)

Strongly Disagree
(4) (4)

PJ Enterprises'
work environment
influences
employee
production and
positive output. (1)
Employees aren't
recognized
enough for their
accomplishments.
(2)
When morale level
is low, job
performance is
also low. (3)
Employees are
leaving PJ
because they
don't feel
management
supports them. (4)

4. Opinions of Management
Strongly Agree
(1)

Somewhat Agree
(2) (2)

Somewhat
Disagree
(3)disagree (3)

Strongly Disagree
(4) (4)

As a
manager/supervisor
I have confidently
prepared my
operators to do their
jobs effectively. (1)
I am actively
interested in my
employees' personal
and professional
growth. (2)
The call goals and
work expectations
are fair and match
up with the business
expectations. (3)
Low call ratings are
indicators of poor
performance and
employees should
be reprimanded
instead of trained.
(4)
I believe the
operators trust me
as a leader and
supervisor. (5)

PJ Enterprises Employee Discovery Survey

1. Training
Strongly Agree
(1)
My training
prepared me to
do my job
effectively (1)
I receive
performance
feedback often.
(2)
I receive reviews
periodically about
my performance
and am aware of
improvement
opportunities. (3)
My supervisors
help me
overcome my
challenges. (4)
Post-training
follow up makes
me more
confident. (5)
I have a mentor
to talk with about
my job
performance. (6)

Somewhat Agree
(2) (2)

Somewhat
Disagree
(3)disagree (3)

Strongly Disagree
(4) (4)

2. Technology and Equipment

Strongly Agree
(1)
The current
technology is
adequate for me
to do my job. (1)
My laptop or
computer is
modern. (2)
My workspace is
ergonomically
comfortable. (3)
My workspace
has all of the
equipment I need
to do my job
effectively (i.e.
dual screens,
keyboard,
telephone,
headset, a
mouse, and a
comfortable
chair.) (4)
The technology
equipment
available needs
to be upgraded to
more modern
options. (5)

Somewhat Agree
(2) (2)

Somewhat
Disagree
(3)disagree (3)

Strongly Disagree
(4) (4)

3. Environment and Morale

Strongly Agree
(1)

Somewhat Agree
(2) (2)

Somewhat
Disagree
(3)disagree (3)

Strongly Disagree
(4) (4)

PJ Enterprises'
work environment
influences
employee
production and
positive output. (1)
Employees aren't
recognized
enough for their
accomplishments.
(2)
When morale level
is low job
performance is
also low. (3)
Employees are
leaving PJ
because they
don't feel
management
supports them. (4)

4. Opinions of Management
Strongly Agree
(1)

Somewhat Agree
(2) (2)

Somewhat
Disagree
(3)disagree (3)

Strongly Disagree
(4) (4)

Management has
supplied me with
all of the tools I
need to do my job
effectively. (1)
Management is
interested in my
success as an
Operator and
supports my
professional and
personal goals.
(2)
Management's
expectations of
my call goals are
too high. (3)
Management
reviews all low
call ratings so I
can learn from
them and make
improvements.
(4)
My overall
perception of
management is
favorable. (5)

Activity

#4 - Survey Analysis MS

Details of Activity/Method
Review data from survey that was conducted with leadership and operators.

Questions to Ask

Review content from surveys given to leadership and operators

Review process form collecting data
Review the quantitative results from the survey
Review qualitative results from the survey
Look for patterns and trends in the data that will help develop a performance solution.

Roadblocks & Dependencies [EK, BT, CB, MS, KT]

Roadblocks / Dependencies

Mitigation Strategies

Obtaining accurate information

from telephone operators.

Obtain data from multiple

sources and check for
reliability. c.

Observations - making sure the

employees are not acting any
different while you are there
observing.

Talking to all employees and

making sure they go about their
normal day and try not to
distract them.

Scheduling time for surveys to

be completed.

Blocking out time for operators

and managers to be able to
complete surveys during the
work day.

Determining which individuals

will be interviewed and
coordinating the interviews with
workflow needs and schedules.

Collaborating with management

to determine interview structure
and appropriate times for faceto-face interviews.

Collaboration with schedules

and employees in more than
one location

Utilizing Skype and electronic

surveys to address logistical
issues