Now that there’s a clear picture of the desired and current performance, it’s time to figure out the cause of the gap between the two.

• Do they know what they’re supposed to do?
• Do they know how to do the job?
• Do they want to do the job?
• Do they receive specific, objective feedback on their current performance?
• Do they have the resources and tools they need?
• Are there obstacles in the system or inadequate processes that prevent performance?
• Are they capable of doing what’s expected; is there a good job fit?
• Are there adequate incentives to perform?
• Are there consequences for non-performance?

Sometimes the problem lies with the individual employee – they don’t know how to do the job. Or they know how but choose not to perform. Other times, though, the problem is beyond the control of the employee. Maybe there are ineffective job processes or company policies that actually prevent the employee from performing. In many cases the performance issue stems from a combination of the two. Clearly understanding the cause of the gap will allow you to customize a develop plan that addresses all the issue areas.

Maybe you have all the data but just can’t make enough sense of it to figure out the cause of the gap. If so, give Lynn a call and she’ll help by providing the “outsiders” perspective.

Performance Management Case Study – Gap Analysis

We quickly determined that the performance gap was due to several issues, organizational and individual:
• There were no job descriptions or written standards of performance.
• While the managers received informal feedback on their performance, it was often vague and non-specific. There was, though, no formal appraisal system in place.
• Neither owners nor managers knew how to manage the performance of the restaurant employees.
• In some cases employees were a bad fit for the job as they didn’t have the requisite skill sets to be successful. But since there had been no written performance standard, it wasn’t until they were already in the position that this deficit was discovered.
• There were neither incentives nor consequences for performance.
• While there were written procedures for how to make the menu items, there were none for other procedures (e.g. how to request time off) or for restaurant policies.

Performance Partners Inc - FacebookPerformance Partners Inc - TwitterPerformance Partners Inc - LinkedInPerformance Partners Inc - YouTubePerformance Partners Inc - RSS Feed

Home | Services | Clients | News | About | Contact | Sitemap