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.
GAP Analysis | Management Systems | ISO Training Institutehimalya sharma
Gap analysis w.r.t International Standards and Benchmark best management practices,Conducted by Industry Experts,with Value added outputs for your organization.
Gap analysis is a formal process to identify and correct differences between desired performance levels and actual performance levels. It is used by organizations to analyze processes within divisions. Specifically, gap analysis models like SERVQUAL and ISO 9001 2000 identify gaps across 5 key dimensions of service quality or within an organization's quality management system. The analysis helps prioritize areas for improvement by measuring differences between customer expectations and perceptions.
A formal gap analysis is not always necessary to start an ISO project, especially for smaller organizations. In many cases, it is clear what processes are not already in place simply by asking questions. While a gap analysis provides a comprehensive report, it risks being outdated quickly as gaps are addressed. Instead, consultants often forego a formal gap analysis in favor of project planning to identify processes and requirements to focus on implementing the standard. Any initial gaps identified are addressed during the project itself.
Our team of qualified WHS specialists conducts independent on-site detailed Gap Analysis ( https://www.melsafe.com.au/services/gap-analysis/ )of your existing workplace health and safety processes. WHS Gap Analysis is a process that compares actual performance or results with what was expected or desired. For further details, please click on our website.
This document provides guidance on preparing business documents and performing analyses for a startup business. It recommends establishing a business model canvas as a starting point and preparing documents with help from an incubator. It describes conducting environmental, SWOT, resource-based view, and value chain analyses. It also recommends evaluating business metrics and performance, identifying gaps using a balanced scorecard, and avoiding psychological biases when judging the business. The overall goal is to objectively collect information to assess the business on rational criteria.
Vijay Sharma has over 9 years of experience in US health and welfare benefits administration. He is skilled in process management, testing, and process improvement. Some of his accomplishments include automating carrier file testing, saving over 1,600 hours annually, and receiving the highest number of approved process improvement ideas in his organization. Currently he works as a Process Champion/Business Analyst at Mercer India, where he is responsible for administration of health and welfare benefits and ensuring compliance.
Alysse Wiegold is a methodically organized and self-starting professional with experience in staffing, clinical reporting, and executive assistance. She has a track record of consistently exceeding expectations through strong communication skills, customer service, and efficient multi-tasking. Her background includes staffing management roles at Randstad USA and an accessioner position handling lab results at Aurora Diagnostics.
GAP Analysis | Management Systems | ISO Training Institutehimalya sharma
Gap analysis w.r.t International Standards and Benchmark best management practices,Conducted by Industry Experts,with Value added outputs for your organization.
Gap analysis is a formal process to identify and correct differences between desired performance levels and actual performance levels. It is used by organizations to analyze processes within divisions. Specifically, gap analysis models like SERVQUAL and ISO 9001 2000 identify gaps across 5 key dimensions of service quality or within an organization's quality management system. The analysis helps prioritize areas for improvement by measuring differences between customer expectations and perceptions.
A formal gap analysis is not always necessary to start an ISO project, especially for smaller organizations. In many cases, it is clear what processes are not already in place simply by asking questions. While a gap analysis provides a comprehensive report, it risks being outdated quickly as gaps are addressed. Instead, consultants often forego a formal gap analysis in favor of project planning to identify processes and requirements to focus on implementing the standard. Any initial gaps identified are addressed during the project itself.
Our team of qualified WHS specialists conducts independent on-site detailed Gap Analysis ( https://www.melsafe.com.au/services/gap-analysis/ )of your existing workplace health and safety processes. WHS Gap Analysis is a process that compares actual performance or results with what was expected or desired. For further details, please click on our website.
This document provides guidance on preparing business documents and performing analyses for a startup business. It recommends establishing a business model canvas as a starting point and preparing documents with help from an incubator. It describes conducting environmental, SWOT, resource-based view, and value chain analyses. It also recommends evaluating business metrics and performance, identifying gaps using a balanced scorecard, and avoiding psychological biases when judging the business. The overall goal is to objectively collect information to assess the business on rational criteria.
Vijay Sharma has over 9 years of experience in US health and welfare benefits administration. He is skilled in process management, testing, and process improvement. Some of his accomplishments include automating carrier file testing, saving over 1,600 hours annually, and receiving the highest number of approved process improvement ideas in his organization. Currently he works as a Process Champion/Business Analyst at Mercer India, where he is responsible for administration of health and welfare benefits and ensuring compliance.
Alysse Wiegold is a methodically organized and self-starting professional with experience in staffing, clinical reporting, and executive assistance. She has a track record of consistently exceeding expectations through strong communication skills, customer service, and efficient multi-tasking. Her background includes staffing management roles at Randstad USA and an accessioner position handling lab results at Aurora Diagnostics.
Kimberly Barfield is an innovative product support manager with over 25 years of experience in healthcare IT. She currently manages cardiovascular support teams at Fujifilm Medical Systems USA. Previously, she held several manager and leadership roles at Allscripts Healthcare Solutions, where she oversaw teams providing application, technical, and hardware support to clients. Barfield has a track record of ensuring client satisfaction, improving operational efficiencies, and mentoring team members.
Jacqueline Perry Armstrong is seeking a position that allows her to utilize her leadership, management, and healthcare experience. She has over 10 years of experience in clinical laboratory roles at Carolinas Healthcare System, where she has received multiple Pinnacle Award nominations for her work. Her qualifications include being a diverse and results-oriented leader with strong skills in team building, process improvement, and customer service.
This presentation, originally delivered as a webinar, outlined the latest in thinking around employee feedback programs, specifically looking at pulse surveys and innovative ways organisations can use them.
This document discusses the benefits of Quality 10 (Q10) principles for pharmaceutical manufacturing. It emphasizes that Q10 promotes robust manufacturing processes, continual improvement, risk management, and product consistency. Q10 establishes a harmonized global language of science through clear documentation of quality systems, management responsibilities, and transparency. When properly implemented, Q10 allows for optimal resource use, increased confidence in product quality, and greater assurance and reduced risk through enhanced industry and regulator understanding.
This document contains the resume of Cynthia Gary-Stone, who has over 15 years of experience as a Business Analyst. She has a background in data entry, customer service, and health care. Her current role involves capturing and maintaining business requirements, developing solutions with IT, documenting system changes, and acting as a liaison between Anthem Blue Cross Blue Shield and vendors. Her skills include requirements gathering, data modeling, process documentation, SQL, and Microsoft Office. She aims to utilize her analytical and prioritization abilities to achieve company goals.
How Life Science organisations can achieve excellence through Quality Managem...Claire McCluskie MCIM
This document summarizes a presentation titled "Excellence Through Quality" given by Christopher Evans. The presentation discusses the relationship between quality and excellence, defining quality as meeting customer needs and expectations through consistency, value, reliability, and products being fit for purpose. It notes key aspects of quality include regulatory compliance, standards, and guidelines. The presentation outlines factors that contribute to quality like policies, procedures, staff competency, and communication. It discusses benefits of quality both externally in ensuring safety, compliance and customer satisfaction, and internally in effective management and decision making. Finally, it presents a model for achieving excellence through a philosophy of values, employees, commitment and continuous improvement.
Sonya King has over 17 years of experience in healthcare management, with a focus on patient access, revenue cycle, and patient/guest services. She has held several leadership roles, including manager positions overseeing emergency departments, patient relations, and managed care billing. Her skills include training, staff development, quality assurance, and strategic planning. She aims to improve processes, compliance, and financial and operational performance through data analysis, problem solving, and change management.
Layla Jane Curry is seeking a position applying her skills in employee development and project management. She has a bachelor's degree in sociology from Arizona State University and is completing a master's degree in human dynamics. Her work history includes positions in implementation, enrollment advising, inventory management, and customer service. She has skills in customer service, workflow management, project management, and data analysis.
Ankita Vajpayee has over 8 years of experience in quality management, process improvement, and operations excellence. She is currently the Quality Manager at Sutherland Healthcare Solutions, where she is responsible for establishing quality procedures and ensuring audit coverage. Prior to this role, she held positions like Senior Associate Manager and Quality Associate Manager, where she drove continuous improvement initiatives through Lean Six Sigma. She has a diploma in Business Management and is a Lean Six Sigma Black Belt and Yellow Belt trainer.
Auburn Technical Assistance Center - OverviewHank Czarnecki
The document discusses Auburn University's Technical Assistance Center (ATAC), which provides strategic advisory services to help businesses in Alabama improve competitiveness and profitability through continuous improvement, quality initiatives, innovation, and startup assistance. It highlights ATAC's mission and history of working with companies of all sizes across various industries for 38 years. Examples are provided of ATAC partnering with companies to implement lean manufacturing and Six Sigma training programs that have resulted in cost savings and process enhancements.
Micheal DeVries is seeking a position that allows him to utilize his skills and expand his experience to ensure personal and professional success. He has a Bachelor's degree in Technical Management from Devry University with a GPA of 3.29. His experience includes over 10 years working in customer service and operations roles in the medical equipment industry, most recently as a Clinical Services Technician at Apria Healthcare where he troubleshoots equipment issues and maintains customer relationships.
Ruth Oshman provides a value add proposition for HR operations and technology roles, with a focus on process improvement, relationship building, project management, customer support, training, and being a resourceful manager. She has strong communication skills, a positive attitude, and experience implementing business systems, managing teams, and identifying resources to complete special projects.
For Dummies - Delivery Excellence by Suresh VennaSuresh Venna
This document outlines components that should be tracked to measure continuous improvement across staffing, services and solutions, and sales and execution. It recommends defining delivery standards for each service, metrics for success and failure, and guidance for increasing success rates. Sample metrics include requirements, submission and closure rates, headcount, customer satisfaction, profit margins, and reasons for winning or losing projects. The data consists of standards, policies, processes, procedures, metrics, measurements, and feedback to address people, services, solutions, and products.
This presentation gives an overview of the approach we take to improving testing in organisations responsible for the quality of embedded software products.
The document outlines a 5-step process for coaching organizations to improve performance: 1) Analyze hard data and form initial opinions, 2) Gather individual and organizational intelligence, 3) Define the scope of work, 4) Conduct discovery interviews and assessments, 5) Provide feedback and recommendations. It recommends developing a defined, consistent customer journey across all delivery sites aligned with contractual outcomes to optimize performance. Interviews found inconsistencies in customer journeys and a lack of understanding of how journeys lead to sales. A consistent journey would improve understanding of key performance indicators and allow for continuous quality improvement.
The document discusses an approach called LEO (Listen, Enrich, Optimize) to achieve delivery excellence. It involves listening to customers and employees, enriching products and services, and continuously optimizing processes. LEO is presented as a sustainable change model to build quality into an organization's DNA. Key steps include understanding resistance, teaching quality methodology, applying it through projects, and communicating progress. The approach aims to make employees feel passionate and accountable by focusing on customer needs, rewarding quality work, and creating an environment for new ideas.
Software Project Success Through Value AssuranceValueware
Valueware Technologies provides project efficiency improvement and technology services including project reviews, deployment support, and mentoring. With over 50 years of combined experience, they help clients increase project success rates, improve developer efficiency, and ensure budget compliance. Their services involve assessing projects for challenges early and providing recommendations based on proven industry best practices to supplement internal teams.
This document is a resume for Keri Stephens, who has over 10 years of experience in customer service, call center operations, and project management leadership. She has a proven track record of improving service levels and operational goals through data analysis, reporting, and process improvements. Her previous roles include Unit Manager positions at Premiere Credit of North America and Student Assistance Corporation, where she improved performance metrics, created new reporting systems, and reduced wait times.
Bryan L. Price Sr. is an independent worker with over 15 years of experience in manufacturing and robotics. He currently works as a Manufacturing Tech at Ventra Sandusky, where he is responsible for setting up production lines, recognizing and troubleshooting quality issues, and ensuring customer satisfaction. Previously, he worked as a Robot Technician at Robot Company, where he gained skills in mechanical repair, electrical design, and computer programming for various robotics systems. He also owned and operated his own industrial trucking company for two years. Price has strong skills in quality control, organization, problem-solving, communication and meeting deadlines.
1) The document discusses establishing a performance improvement culture within an organization by linking strategies, capabilities, and individual/team performance.
2) It provides a framework for performance improvement that includes defining desired performance, identifying performance gaps, determining root causes, selecting and implementing actions, and ongoing monitoring and evaluation.
3) The manager's role includes setting clear expectations, providing feedback, ensuring adequate resources and training, and motivating employees through communication, systems, and performance management.
1. The document discusses competency-based human resource management (HRM) frameworks, where competencies form the basis for all HR functions and link individual performance to business results.
2. Key aspects include defining competencies, identifying competencies required for jobs, and using competencies in recruitment, training, performance management, and career development.
3. Competency frameworks assess behaviors rather than just skills and knowledge, allow distinguishing outstanding from adequate performance, and facilitate transferring abilities across areas.
Kimberly Barfield is an innovative product support manager with over 25 years of experience in healthcare IT. She currently manages cardiovascular support teams at Fujifilm Medical Systems USA. Previously, she held several manager and leadership roles at Allscripts Healthcare Solutions, where she oversaw teams providing application, technical, and hardware support to clients. Barfield has a track record of ensuring client satisfaction, improving operational efficiencies, and mentoring team members.
Jacqueline Perry Armstrong is seeking a position that allows her to utilize her leadership, management, and healthcare experience. She has over 10 years of experience in clinical laboratory roles at Carolinas Healthcare System, where she has received multiple Pinnacle Award nominations for her work. Her qualifications include being a diverse and results-oriented leader with strong skills in team building, process improvement, and customer service.
This presentation, originally delivered as a webinar, outlined the latest in thinking around employee feedback programs, specifically looking at pulse surveys and innovative ways organisations can use them.
This document discusses the benefits of Quality 10 (Q10) principles for pharmaceutical manufacturing. It emphasizes that Q10 promotes robust manufacturing processes, continual improvement, risk management, and product consistency. Q10 establishes a harmonized global language of science through clear documentation of quality systems, management responsibilities, and transparency. When properly implemented, Q10 allows for optimal resource use, increased confidence in product quality, and greater assurance and reduced risk through enhanced industry and regulator understanding.
This document contains the resume of Cynthia Gary-Stone, who has over 15 years of experience as a Business Analyst. She has a background in data entry, customer service, and health care. Her current role involves capturing and maintaining business requirements, developing solutions with IT, documenting system changes, and acting as a liaison between Anthem Blue Cross Blue Shield and vendors. Her skills include requirements gathering, data modeling, process documentation, SQL, and Microsoft Office. She aims to utilize her analytical and prioritization abilities to achieve company goals.
How Life Science organisations can achieve excellence through Quality Managem...Claire McCluskie MCIM
This document summarizes a presentation titled "Excellence Through Quality" given by Christopher Evans. The presentation discusses the relationship between quality and excellence, defining quality as meeting customer needs and expectations through consistency, value, reliability, and products being fit for purpose. It notes key aspects of quality include regulatory compliance, standards, and guidelines. The presentation outlines factors that contribute to quality like policies, procedures, staff competency, and communication. It discusses benefits of quality both externally in ensuring safety, compliance and customer satisfaction, and internally in effective management and decision making. Finally, it presents a model for achieving excellence through a philosophy of values, employees, commitment and continuous improvement.
Sonya King has over 17 years of experience in healthcare management, with a focus on patient access, revenue cycle, and patient/guest services. She has held several leadership roles, including manager positions overseeing emergency departments, patient relations, and managed care billing. Her skills include training, staff development, quality assurance, and strategic planning. She aims to improve processes, compliance, and financial and operational performance through data analysis, problem solving, and change management.
Layla Jane Curry is seeking a position applying her skills in employee development and project management. She has a bachelor's degree in sociology from Arizona State University and is completing a master's degree in human dynamics. Her work history includes positions in implementation, enrollment advising, inventory management, and customer service. She has skills in customer service, workflow management, project management, and data analysis.
Ankita Vajpayee has over 8 years of experience in quality management, process improvement, and operations excellence. She is currently the Quality Manager at Sutherland Healthcare Solutions, where she is responsible for establishing quality procedures and ensuring audit coverage. Prior to this role, she held positions like Senior Associate Manager and Quality Associate Manager, where she drove continuous improvement initiatives through Lean Six Sigma. She has a diploma in Business Management and is a Lean Six Sigma Black Belt and Yellow Belt trainer.
Auburn Technical Assistance Center - OverviewHank Czarnecki
The document discusses Auburn University's Technical Assistance Center (ATAC), which provides strategic advisory services to help businesses in Alabama improve competitiveness and profitability through continuous improvement, quality initiatives, innovation, and startup assistance. It highlights ATAC's mission and history of working with companies of all sizes across various industries for 38 years. Examples are provided of ATAC partnering with companies to implement lean manufacturing and Six Sigma training programs that have resulted in cost savings and process enhancements.
Micheal DeVries is seeking a position that allows him to utilize his skills and expand his experience to ensure personal and professional success. He has a Bachelor's degree in Technical Management from Devry University with a GPA of 3.29. His experience includes over 10 years working in customer service and operations roles in the medical equipment industry, most recently as a Clinical Services Technician at Apria Healthcare where he troubleshoots equipment issues and maintains customer relationships.
Ruth Oshman provides a value add proposition for HR operations and technology roles, with a focus on process improvement, relationship building, project management, customer support, training, and being a resourceful manager. She has strong communication skills, a positive attitude, and experience implementing business systems, managing teams, and identifying resources to complete special projects.
For Dummies - Delivery Excellence by Suresh VennaSuresh Venna
This document outlines components that should be tracked to measure continuous improvement across staffing, services and solutions, and sales and execution. It recommends defining delivery standards for each service, metrics for success and failure, and guidance for increasing success rates. Sample metrics include requirements, submission and closure rates, headcount, customer satisfaction, profit margins, and reasons for winning or losing projects. The data consists of standards, policies, processes, procedures, metrics, measurements, and feedback to address people, services, solutions, and products.
This presentation gives an overview of the approach we take to improving testing in organisations responsible for the quality of embedded software products.
The document outlines a 5-step process for coaching organizations to improve performance: 1) Analyze hard data and form initial opinions, 2) Gather individual and organizational intelligence, 3) Define the scope of work, 4) Conduct discovery interviews and assessments, 5) Provide feedback and recommendations. It recommends developing a defined, consistent customer journey across all delivery sites aligned with contractual outcomes to optimize performance. Interviews found inconsistencies in customer journeys and a lack of understanding of how journeys lead to sales. A consistent journey would improve understanding of key performance indicators and allow for continuous quality improvement.
The document discusses an approach called LEO (Listen, Enrich, Optimize) to achieve delivery excellence. It involves listening to customers and employees, enriching products and services, and continuously optimizing processes. LEO is presented as a sustainable change model to build quality into an organization's DNA. Key steps include understanding resistance, teaching quality methodology, applying it through projects, and communicating progress. The approach aims to make employees feel passionate and accountable by focusing on customer needs, rewarding quality work, and creating an environment for new ideas.
Software Project Success Through Value AssuranceValueware
Valueware Technologies provides project efficiency improvement and technology services including project reviews, deployment support, and mentoring. With over 50 years of combined experience, they help clients increase project success rates, improve developer efficiency, and ensure budget compliance. Their services involve assessing projects for challenges early and providing recommendations based on proven industry best practices to supplement internal teams.
This document is a resume for Keri Stephens, who has over 10 years of experience in customer service, call center operations, and project management leadership. She has a proven track record of improving service levels and operational goals through data analysis, reporting, and process improvements. Her previous roles include Unit Manager positions at Premiere Credit of North America and Student Assistance Corporation, where she improved performance metrics, created new reporting systems, and reduced wait times.
Bryan L. Price Sr. is an independent worker with over 15 years of experience in manufacturing and robotics. He currently works as a Manufacturing Tech at Ventra Sandusky, where he is responsible for setting up production lines, recognizing and troubleshooting quality issues, and ensuring customer satisfaction. Previously, he worked as a Robot Technician at Robot Company, where he gained skills in mechanical repair, electrical design, and computer programming for various robotics systems. He also owned and operated his own industrial trucking company for two years. Price has strong skills in quality control, organization, problem-solving, communication and meeting deadlines.
1) The document discusses establishing a performance improvement culture within an organization by linking strategies, capabilities, and individual/team performance.
2) It provides a framework for performance improvement that includes defining desired performance, identifying performance gaps, determining root causes, selecting and implementing actions, and ongoing monitoring and evaluation.
3) The manager's role includes setting clear expectations, providing feedback, ensuring adequate resources and training, and motivating employees through communication, systems, and performance management.
1. The document discusses competency-based human resource management (HRM) frameworks, where competencies form the basis for all HR functions and link individual performance to business results.
2. Key aspects include defining competencies, identifying competencies required for jobs, and using competencies in recruitment, training, performance management, and career development.
3. Competency frameworks assess behaviors rather than just skills and knowledge, allow distinguishing outstanding from adequate performance, and facilitate transferring abilities across areas.
The document discusses training needs assessment, including defining needs assessment, analyzing needs at different levels, and identifying sources of data. It provides details on:
1) Conducting an analysis at the organizational, task, and person level to identify performance gaps and training needs.
2) Common types of needs like democratic, diagnostic, analytic, and compliance needs.
3) Components of a needs analysis including context, participants, work, content, suitability, and cost-benefit.
4) Advantages and disadvantages of different needs assessment techniques.
This document provides an overview of Human Resource Systems Group (HRSG), a company that specializes in competency-based management (CBM). HRSG helps organizations align their human resources with strategic goals through CBM products and services. CBM translates organizational goals into expected employee behaviors, increases productivity and hiring effectiveness, and identifies skills gaps. The document demonstrates how CBM can be applied to recruitment, learning and development, performance management, and succession planning through competency profiles and online tools.
The document provides an overview of competency-based human resource (HR) management. It discusses developing a competency model and framework, competency-based interviewing, career planning, training and development, and performance management. The benefits of using competency models for both managers and employees are highlighted. Assessment centers and various assessment exercises are also described as ways to assess competencies.
This document discusses training needs analysis (TNA), outlining its importance, benefits, levels, and process. TNA identifies performance gaps to determine training needs. It helps achieve goals, gives a competitive edge, and ensures training is effective and budgets are managed well. TNA occurs at organizational, task, and individual levels. The six-step process includes setting outcomes, prioritizing competencies, evaluating skills, identifying gaps, selecting methods, and considering costs. Methods involve surveys, observations, interviews, feedback, and assessments.
A report generated for a client using the Performance DNA analysis methodology (part of ASTD's HPI program)
This report served as the foundation for a performance-centered leadership development curriculum for global talent.
The document outlines the steps in a training needs analysis process which is used to identify problems or issues in the workplace and determine if training can help address them. It involves assessing future organizational goals and challenges, determining required employee performance to meet these goals, assessing employee skills/knowledge needed for the required performance, and identifying any gaps where training is necessary to bridge differences between existing and required skills/knowledge. Various techniques are discussed for collecting information on specific training needs such as observation, interviews, questionnaires, job descriptions, and problem solving conferences.
To help students understand and succeed in Assessment Centres we delivered a presentation at Heriot-Watt University.
What you will learn:
Get a better understanding of why companies use assessment centres
Knowledge of the various elements included in an assessment centre
Practical solutions to succeed in the various exercises.
An insight into what the assessors are looking for
How to avoid the main pitfalls that occur in assessment centres
The document discusses competency frameworks and their development and use in human resource management. It defines competency as a combination of skills, attitude, and knowledge reflected in observable job behavior. An effective competency framework serves as the basis for people functions like recruitment, development, and performance management. It should be aligned with business strategy. Developing a competency model involves gathering job data, analyzing it to identify core, leadership, and specific competencies, validating the model, and linking it to HR applications. Challenges include ensuring specific, measurable competencies and gaining commitment to their use.
The document discusses the competency approach to human resource management. It defines competency as an underlying characteristic that enables superior job performance. Competencies include clusters of knowledge, skills, and attitudes. They are behaviors demonstrated by top performers. A competency model includes competency titles, definitions, and key behavioral indicators. It is developed using methods like expert panels and critical incident interviews to identify competencies required for effective performance. The competency approach helps align HR systems like recruitment, performance management, training, and compensation with organizational strategy.
This document provides guidance on building an employee development curriculum. It discusses that curriculums should be aligned to business needs and capabilities required to achieve goals. A case study is presented of a company that was asked to create a curriculum after an employee survey showed development was needed. The document outlines conducting a gap analysis between current and needed skills, prioritizing areas of focus, developing and implementing courses, and measuring outcomes through pilots. It emphasizes stakeholder management, communicating progress, and documenting decisions throughout the process.
Competencies are characteristics of employees that lead to effective job performance. They include skills, abilities, knowledge, and behaviors. Competencies help employees deliver better to customers by addressing their needs and skills gaps. They also help organizations achieve high performance by setting expectations for career progression and increased productivity. Developing competency models involves determining the qualities needed for superior performance in functions, leadership, jobs, roles, and organizational culture. It requires collecting data through methods like behavioral interviews, expert panels, surveys, and job analysis.
Performance appraisal as the basis of determining training needsadhikakatiyar
Performance appraisals are used to identify individual training needs by assessing whether employees have the required knowledge, skills, and abilities to perform their work properly. A needs assessment identifies performance gaps between the required and actual performance levels. There are several techniques for analyzing the organization, jobs, and individuals to determine the sources of performance gaps and whether they result from a lack of knowledge, skills, or abilities that could be addressed through training. The output of a training needs assessment identifies both training needs to address performance gaps caused by deficiencies, as well as non-training needs caused by other issues like policies, processes, or motivation.
The document discusses benchmarking, which is comparing business processes and performance metrics to those of best-in-class competitors or other organizations. It defines benchmarking and explains why organizations conduct it, including to reduce costs, increase productivity, and establish action plans. The document outlines benchmarking steps such as process mapping, data collection, analysis, and adapting findings. It provides tips for successful benchmarking and warns of potential mistakes like having an insufficient scope.
The document discusses training need analysis, which is conducted to identify workplace issues and determine if training can help address them. It involves 5 steps: 1) assessing future organizational goals and challenges, 2) required employee performance, 3) required employee skills/knowledge/attitudes, 4) identifying training needs to bridge gaps, and 5) starting with future goals to assess needed changes. Various techniques are outlined to determine specific training needs, including observation, interviews, questionnaires, job descriptions, and problem solving conferences. The analysis helps establish how training can help reduce employee troubles and improve performance.
Similar to Your Team's Got Talent! Performance Gap Analysis (20)
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
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
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
6.
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
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
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.
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
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
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