Performance Gap Analysis: Identify, Root Cause, Action
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This document discusses performing a skill gap analysis to identify discrepancies between employees' current skills and the skills required for their roles. It outlines steps to identify gaps, determine the root cause, measure performance, and develop tailored training plans. The goal is to understand where performance can be improved and implement solutions to close any gaps. Competency profiling is used to define ideal skills for each role. Through analysis, individualized development plans can be created to enhance skills and achieve desired performance levels.
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Performance Gap Analysis: Identify, Root Cause, Action
- 1. Performance/Skill Gap Analysis Your Team’s Got Talent
- 3. Objectives Understand Skill Gap Analysis Learn how to identify gaps The importance of competency profiling Identify the root cause of skill gaps Discuss performance measurement methods Turn analysis results into an action plan Learn strategies for closing the gap Gain tools and resources to support you in this process
- 4. Analysis
- 5. Skill Gap Analysis The terms Performance and Skills are used interchangeably Current skills vs. desired skills Where the performance is vs. where you want it to be The discrepancy between the two identifies the gap
- 7. Identify a Gap When current skills or performance is less than the desired skills or performance A specific individual deficiency A broad performance deficiency
- 8. DNA of HR Systems/Processes
- 9. Goals of Competency Profiling Define Ideal Performance Clarify your desired Knowledge, Skills & Ability (KSA) Knowledge:Understands financial principles Skills:Proficient in Yardi, MS Office Ability:Takes initiative, sees projects through to completion; exhibits professionalism
- 10. Competency Defining Process Called “Job Study” Analyze the tasks a position requires. Define a set of skills, a knowledge base, and a list of abilities for each task. Describe what it takes to succeed at all of the tasks assigned to that position. Yields competency profiles for each position.
- 11. Competency Defining Process Step 1: Identify Core Competencies Applies to all associates Derived from company values, culture, strategy, mission
- 12. Competency Defining Process Step 2: Identify Position-Specific Competencies Successful performance for a specific role Both technical and non-technical
- 13. Activity: Competency Workshop http://www.wrmtraining.com
- 14. Identify the Root Cause Every problem is an opportunity Be careful not to choose the quick and easy solution Treat the root cause, not the symptom Ask why until you get to the root cause
- 15. Example: Problem: Mouse in cheese on table Solution: Throw out cheese, replace with new cheese NOT the right solution as the root cause was not identified.
- 17. Example: Problem: RM receives numerous complaints that service requests are taking too long to complete Solution: Require Maintenance Supervisor to retake Maintenance Basics which covers service standards. NOT the right solution as the root cause was not identified.
- 20. Performance Measures Competencies defined, desired performance outlined. To find the root cause…
- 21. Performance Measurement Performance Reviews – documented past discussions between the employee and his or her supervisor Surveys – survey employees, their manager, coworkers Interviews – interview managers and employees with open ended questions Customer Feedback – if customers can be or have been surveyed, they can be a great source of feedback
- 22. Performance Measurement Performance Tests – certain skills can be tested using standardized tests and metrics can be measured Audits – A checklist of operational standards in which the employee is measured on. Associate Satisfaction/Turnover – High turnover or low associate satisfaction scores provide useful information Shopping Report Scores/Closing Ratios – Good for sales skills assessment
- 23. Possible Root Causes Not adequately trained (favorite culprit!) Lacks motivation Does not have the appropriate tools, staffing or equipment to be successful Poor hire for the team Supervisor is not providing leadership Not comfortable in current environment Other possible causes of Gaps?
- 24. Determine the Root Cause Activity: Meet Mark, Mary, Monique and Michelle – and their boss, Marvin
- 25. Analysis
- 26. Close the Gap Training Coaching Transfer Staffing increase Allocation of new resources New incentives Role reassignment Goal setting Termination
- 27. If Training is the Resolution Traditional “cookie cutter” training programs assume all people start at the same level and finish at the same level Individualized needs must be met Customized learning plans tailored to the individual aid in skill development Development Plan should tie to competencies for the role
- 28. Tailor the Development Plan What method is best? (Online, classroom, job aid, one-on-one, etc…) How does this individual learn best? Does a class exists? External class/seminar? Assign a mentor/coach? Set timeline for completion Measure success
- 29. Current Skills Is the lack of skills or knowledge a root cause? YES Gap Analysis NO Training Needs Identified Is the cause of the gap known? YES Solution/Resolution NO Root Cause Analysis
- 30. It is Really Quite Simple Terms can be confusing…don’t let them be! You have conducted a gap analysis, identified the root cause, determined training needs and implemented a solution
- 31. Gap Analysis Identify the Skill Gap Root Cause Training Needs
- 32. Measure Success Training was Partially Effective Revise Development Plan
- 33. Success! Desired Performance Achieved
- 34. Just SCREAM IT Skill Gap – Current Skills vs. Desired Skills Competency Profiling - DNA Root Cause – Get to the Bottom of it Evaluate – Performance Action – Take Action Measure –Follow up on your Solution Individualize – Development Plans Tailor – Training to Needs
- 35. Thank you for joining us… Remember…. Your Team’s Got Talent!!! Kara Rice krice@gracehill.com Jana Muma jmuma@gracehill.com
- 36. Attention Brainstormers! Win one of two FREE Registrations + hotel accommodations for next year’s event!!!! Complete the entry form located in your workbook Place it in Multifamilypro’s Prize Drawing box before 6pm today Prize Box located in the Resource Room You Must Be Present to Win! Join us in the Resource Room next for a complimentary lunch sponsored by Apartments.com. Visit every exhibitor & enter for giveaways to be drawn during lunch and again at today’s Resource Room Wrap Up! Next round of educational sessions starts at 2:00 pm A special thanks to our Sponsor, CallSource!
Editor's Notes
- Introduce ourselves
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- For the visual people in the room
- It may be an individual such as leasing consultant that needs sales training or a more broad gap such as purchase orders are not being used effectively in a specific region or company wide. So what does desired skills or performance look like?
- Competencies are considered the DNA of all Human Resource systems and processes. Without defined competencies, you do not have desired or expected performance therefore making skill gap analysis near impossible.
- This process, often called a job study, yields both competency profiles for each position or job family and a list or database of competencies across all of the positions profiled.
- Now we are going to do a practice activity designing a competency based job profile for a Community Manager. Break into 4 groups. Take a volunteer or appoint a team leader. Each of you will get a handout and each group will get a set of competency cards. Colors at the top of each card categorize them into high level competency groups of Purple - Work Skills, Green – Personality, Blue – Interpersonal, Yellow – LeadershipYou will be given 15 minutes to categorize your teams set of cards into three piles:Not particularly importantNice to haveEssential(These piles will be a mix of all colors.) Give you a few minutes to read the sheet then pick your team leader.15 minutes up – take the essential pile and narrow it down to the top ten. Give you 5 more minutes.
- Interviews- Resistant attitudes, misconceptions and other barriers to good performance may be revealed using this methodology that may not be revealed during a supervisor-employee performance review conversation.
- Now we are going to practice finding the root cause. Break into your same four teams.
- We have discussed what a performance or skill gap is, practiced finding the root cause now lets talk further about closing the gap.
- We will discuss training on the next slide in more detail
- Cookie cutter training does not meet individual needs. Do you think all doctors that went to the same school are equally skilled when they graduate? When individualized needs are met, performance excels. Tie to competencies – you need something to measure against.
- One size does not fit all when it comes to learning. Anyone who is familiar with adult learning theory knows that adultsAdults have the need to know why they are learning something.Adults learn through doing.Adults are problem-solvers.Adults learn best when the subject is of immediate use.Explain why certain skills are taught (functions, commands).Task oriented instead of memorizing. Tasks should be common tasks .Take diversity into play. Acknowledge different learning levels and experience.Allow adults to learn on their own and from their mistakes.
- Looks like something your IT department would present and we trainers roll our eyes. You lost me at the first box – really not that hard and summarizes what you have learned. For the visual people
- How many of you have children of your own or nieces, nephews?
- So when you are faced with your next training challenge remember to just Scream It!!! IF we have time QA on next screen