02 Gap Analysis Team6 Final

Module 2 Project Gap Analysis Strategy
for Team 6
March 13, 2016
Project Description
PJ Enterprises, a mail-order catalog business, has set aggressive
sales targets for the coming year. Amid the growth the company
has experienced in the six years they have been in operation, the
management has recently become concerned about employee job
satisfaction and customer service. Turnover among the telephone
operators, customer-service supervisors, and warehouse staff has
increased, as have customer service-related complaints.
The company has established the following business objectives
for the coming year:
Aggressive growth to maintain or exceed projected targets
Maintain profitability
Focus on quality and customer service with 10%

improvement on customer-service scores, and
Focus on quality of work environment and staff
development and recognition
The president of Concept Creators met with the Vice-President of

Sales for PJ Enterprises. As a result, the management of PJ
Enterprises has hired Concept Creators to apply its knowledge of
instructional design and project management to design, develop,
and deliver a training program for the companys telephone
operators and customer-service supervisors. The training is
intended to be delivered before catalogs are mailed. Catalogs are
mailed four times a year. A budget of $400,000 has been
allocated for all staff training for the upcoming fiscal year.
GAP ANALYSIS: The Gap Analysis is necessary in order for both
PJ Enterprises and Concept Creators to understand the precise
issues affecting the companys performance. This joint
understanding is essential before we can move forward to
develop a cohesive, well-developed, targeted solution.
Information Needed
Current practices around employee development, recognition,
and service standards:
Customer satisfaction survey data
Team 6_Module 2_Gap Analysis
Presence of customer service standards
Staff development materials
Recognition programs/incentives (define error-free

performance)
Human Resources (HR) policies, company handbook,
performance appraisal system
Current customer service practices of telephone operators and

customer service supervisors in general and specifically around
complaint areas:
Telephone system reporting data (call distribution and

activity reporting)
Presence of customer service procedures for telephone
operators and customer service supervisors
Presence of product reference guides, scripts and/or flow
charts
Current method of order entry
Specifics of customer complaints by shift, by individual, by
team, by department
Nature of complaints and comments
Human Resources practices: hiring pool, hiring policies and

process, firing policies and process
New hire training level and type
Accountability and reward programs
Employee exit interview data
Data and documents related to employee satisfaction and

turnover, especially telephone operators and customer service
supervisors
Employee satisfaction data
Method of relaying complaints (both customer and

employee)
Physical work environment
Level and quality of staff interactions
Information Technology strengths and weaknesses

Capabilities of the sales systems, both new and old
o Maximum number of telephone operators it can
currently handle
o Proposed number of telephone operators new
system can handle
Frequency and duration of call center down time
Documentation related to the new sales system

o Date it will be available
o Author of the documentation content
Team Strategy
In order to best determine the gap between PJ Enterprises goals
and existing achievements, Concept Creators will collect and
gather key information by utilizing the following analysis
strategies:
Interviews
Survey Questionnaires
Observations
Focus Groups
Data and Document Analysis
Analysis Plan
Research
Method
1.
Individual
Interviews
Target Audience
1. Management
Team
Information You Hope to

Gain
Management Team: Specific
business goals:
2. Human
Resources
Performance and financial

goals
Seasonal and shift variables
Human Resources:
Performance goals on specific
customer service standards:
Etiquette
Product knowledge
Response time
Human Resources: Existing

plans or methods for
improving customer service:
3. Information
Technology
Accountability
Reward system
Information Technology:
Infrastructure strengths and
weaknesses and details about
new sales system
Team Member
Responsible
Michel OHara
Research
Method
Target Audience

Gain
Team Member
Responsible
2.
Survey
Questionnair
es
1. Customer
Service
Supervisors
and Telephone
Operators
Perceptions of job satisfaction,

job preparedness, morale,
resource knowledge, training,
recognition, and support
Catie Rolph
3.
Survey
Questionnair
es
1. Customers
Perceptions of telephone
operators knowledge, courtesy,
and problem-solving skills
Ginger Moore
2. Customer
Service
Supervisors
Perceptions of telephone
operators job satisfaction, team
morale, courtesy in speaking,
knowledge, training, problemsolving skills, and recognition
from the customer service
supervisors point of view
3. Warehouse
Supervisors
Perceptions of warehouse
workers job satisfaction, team
morale, knowledge, training,
problem-solving skills, and
recognition
Research
Method
4.
Observation
Target Audience

Gain
1. Telephone
Operators
2. Customer
Service
Supervisors
Kind/type/depth of product
knowledge the operators
possess
How quickly operators
respond to customer
questions
How consistently the
operators exhibit proper
phone etiquette
Appropriateness of the
questions asked by customer
service supervisors
Accuracy of responses
Process for handling
customer complaints
Types of solutions presented
to resolve customer
problems
How easily operators are
understood; their use of
appropriate terminology
Overall quality of customer
service
To what extent the customer
service provided aligns with
company goals
Determination if a gap exists
between companys
promised customer service
standards and what was
delivered
Team Member
Responsible
Maggie Bieniek
Research
Method
5.
Focus Group
Target Audience
1. Customer
Service
Supervisors
2. Telephone
Operators
3. Technology/
Database
Developers

Gain
Real-time feedback
concerning job satisfaction,
what is working well, what
needs improvement, current
procedures, training of
employees, recognition, and
suggestions
Real-time feedback
morale, what is working well,
what needs improvement,
evaluation of current scripts
used with customers,
effectiveness of the training
received
(customer/technology), and
suggestions
Real-time feedback
morale, effectiveness of the
technology and/or database
being used, effectiveness of
the IT training they received,
and suggestions
Team Member
Responsible
Christie Carter
Research
Method
6.
Data and
Document
Analysis
Target Audience
1. Customer
Service
Supervisors

Gain
Data: Call Center
Metrics/Performance Indicators:
Abandoned Call Rates
Average Call Handle Time,
including After Call Work
First Resolution Rate: One
and Done Call Rates
Transfer Rate
Cost Incurred Per Call
Average Wait Time
Longest Delay in Queue
Call System Availability
Documents: Call Center
Operations:
Catalogs
Staff Meetings and Agendas
Sales/Call Center Training
Materials for Operators
Training Materials on New
Order Entry System
Performance Feedback and
Evaluations for Operators
Operators Shift Policies,
including Internet Usage,
Break Time, Personal Calls
Shift Setup, Structure, and
Considerations for Operators
Team Member
Responsible
Leslie Melvin
Research
Method
Data and
Document
Analysis,
continued
Target Audience
Customer
Service
Supervisors,
continued

Gain
Documents: Call Center
Operations, continued:
Rewards and Recognition

Program for Operators
Professional Development
Program for Operators
Operators Employee Profiles/
Tenure
Product Training for
Operators (Four PowerPoint
presentations)
Phone Script, including
standard greeting, for
Operators
Customer Service Surveys
Questions and Responses
Customer Service Call Log/
Information
Breakdown of Customer
Complaints by (a) Product
Knowledge, (b) Telephone
Etiquette, and (c) Wait Time
iIn tThe Queue
Incentive Plan for ErrorFree Performance
Team Member
Responsible
Leslie Melvin
Research
Method
Data and
Document
Analysis,
continued
Target Audience
Customer
Service
Supervisors,
continued
2. Human
Resources

Gain
Data and Documents: Call
Center Technology:
Routing Process:
Prompts/Menus
Customer Tracking Region,

Demographic, Repeat
Customers, Seasonal
Shoppers, Customer by
Product Category, etc.
Shopping Patterns
Catalog Mailing Lists and

StrategyPast, Current,
Future
New Sales System Project
Documents: Customer Service

Supervisors and Telephone
Operators
Job Descriptions and Job

Postings
Company Organization Chart
Job Interview Documents
New Hire Training/Orientation

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Team Member
Responsible
Leslie Melvin
Activity 1 Individual Interviews with Management Team,

Human Resources, and Information Technology
Details of Activity/Method
Individual interviews with Management Team, including Subject
Matter Experts (SMEs), Human Resource Managers, and the
Information Technology Team to determine specific business,
financial, performance, and system goals.
Questions to Ask
Focus on aggressive growth to maintain or exceed
projected targets
Financial
Are there seasonal and/or quarterly sales

variances?
What are the shift sales variances?
Focus on quality and customer service with a 10%

increase in customer service
scores
Service
What are the demographics of your

customers?
What is the English language proficiency of

the telephone operators and customer service
supervisors?
What are the specific customer service

standards?
What are the current customer call

procedures?
What is the current method of order entry?
What scripts, flow charts, and/or job aids have

telephone operators been given?
Are there specific goals by team, individual,

shift, or department?
What are your current plans or methods for

improving customer service?
What areas need improvement?

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Customer Service Complaints
How do employees relay customer

complaints?
What is the escalation process for customer

complaints?
Is there follow up with customers who

complained?
Who (what positions, teams, departments) is

included in the customer service survey?
Are there seasonal and/or shift variances in

complaint type or volume?
Focus on quality of work environment, staff development, and

recognition
Recognition and Accountability
Tell me about accountability for customer

service standards.
What type of recognition do employees get for

meeting their goals?
What reward or incentive programs are in

place?
How is error-free performance defined?
What corrective measures have been taken?
Employee Satisfaction
What is the typical length of time telephone

operators remain in their position?
What opportunities are provided for upward

mobility/advancement?
Why do telephone operators conduct

customer service surveys?
Hiring
What initial training does each employee

receive?
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Are employee handbooks specific to the

position?
How are standards and performance

assessments delivered/communicated?
What are the paths for advancement of

employees?
Staff Interactions
What are the levels and quality of staff

interactions?
How do employees relay complaints about

their work environment?
What is the employee-complaint escalation

process?
Technology Infrastructure
What is the capacity/maximum load of the

current sales system?
What will the capacity of the new sales system

be?
Who writes the documentation for the new

sales system?
When will the documentation for the new

sales system be available?
What is the frequency and duration of

technology down time? Specifically, what is
the frequency and duration of the sales
system down time?
Call Center Sales System
Are there any other technologies that we are

not aware of that impact the business
significantly?
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Activity 2 Survey Questionnaires with Telephone Operators

and Customer Service Supervisors
Telephone Operator/Customer Service Supervisor Survey
The Telephone Operator/Customer Service Supervisor survey will be
disseminated electronically during work hours. This survey is indepth in nature. The information will provide understanding of the
work environment and challenges faced by the telephone operators.
The purpose is to help improve job satisfaction and performance that
will attribute to the customers overall experience.
Questions to Ask
Your participation is voluntary. Your answers are COMPLETELY
CONFIDENTIAL and will remain ANONYMOUS. We truly value your
opinion. Kindly answer the following questions as openly and
objectively as possible. There are no right or wrong answers. This
survey should take you about twenty minutes to complete.
What is your gender?
Male
Female
What is your Age in Years?
Your highest level of completed education is

Please Select:
Some High School
Completed High School
Diploma
University Degree
Master or Some Higher Education
Please indicate your job category:
Call Center Telephone Operator
Customer Service Supervisor
How long have you been working for PJ Enterprises?:

Please Select:
Less than 3 Months
Between 3 12 Months
Between 1 2 Years
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Between 2 3 Years
More than 3 Years
How long have you been working for your current supervisor?
Please Select:
Less than 3 months
Between 3 12 Months
Between 1 2 Years
Between 2 3 Years
More than 3 Years
How many Hours per Week do you work for PJ Enterprises?
The following statements concern how you feel about PJ

Enterprises. Please indicate the extent of your agreement or
disagreement with each statement by placing a tick in the
most appropriate box.
Directions: Please respond to these statements using the following
scale
1Extremely Unsatisfied
2Unsatisfied
3Neutral
4Satisfied
5Extremely Satisfied
How satisfied are you regarding the following for your position at PJ
Enterprises?
Nature of the work
Ongoing training and coaching
Performance evaluation process
Recognition and rewards
Relationship with senior management
Resources and tools to do the job
Company morale
Opportunities for advancement
Directions: Please respond using yes or no; add additional
comments as needed in the box provided.
How do you feel regarding the work and feedback for your position at
PJ Enterprises?
The amount of work I am asked to do is reasonable
People are held accountable for the quality of work they perform
I receive useful and constructive feedback from my supervisor
There is consistency when administering policies concerning
employees
Employees are recognized for performing at or above
expectations
Poor performance is effectively addressed
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How satisfied are you regarding the training and job preparation for
your position at PJ Enterprises?
New hire training prepared me for my position
New catalog training prepares me for information about new
products
Review or re-training is available for those who are struggling in
their position
Training about sales expectations is provided
Training provides me with the resource knowledge needed to do
my job effectively
How satisfied are you regarding the products and customer calls for
your position at PJ Enterprises?
The quality of our products and services are very important
Customer needs are the top priority at PJ Enterprises
PJ Enterprises constantly looks for ways to improve products
I am provided the resources to answers customer questions
quickly
Other factors of the job are getting in the way of meeting
customers needs
Directions: Answer the following three questions by providing your
thoughts in the box provided.
Do you feel empowered to help your customers, meaning without
involvement of a supervisor? If no, why not?
What one type of call causes you the most challenge? Please explain
why you feel you struggle with that type of call.
Do you feel like the goals established for phone operators and team
performance accurately portray the companys stated goals
regarding customer service? Do you understand how to meet those
goals? Do you understand how to balance speed and service?
Directions: Select the top two tools you use to complete calls that
would allow you to work faster if they were improved or redesigned.
Knowledge
Resources (Internal documents, fact sheets for handling things,
where to transfer, etc.)
Website Issues
Item Research
Order Management System
Call Tracking
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Activity 3 Survey Questionnaires with Customers, Customer

Service Supervisors, and Warehouse Supervisors
Conducting surveys for gap analysis is effective when the
questions are constructed to gather information about what is
important and what is missing. There are three surveys below:
one for the customers, one for the customer service supervisors,
and one for the warehouse supervisors, and one for the
customers themselves.
Customer Survey: The customer satisfaction survey is concise
in order to respect customers time. These surveys will be
optional to any customers who have made purchases from PJ
Enterprises within the last year. Responses will be provided via
touch-tone phone or online.
We seek to discover how customers perceive interactions with
telephone operators. Specifically, we seek to know if operators
are perceived as prompt, courteous, and knowledgeable of
products, as well as how they work to solve problems.
Customer Service and Warehouse Supervisor Survey: The
supervisor survey will be disseminated electronically during work
hours. Supervisors will respond to the questions in private and
anonymously. These surveys are in-depth in nature. There is an
area for supervisors to provide additional information if they
would like to explain their responses.
1. Customer Service Supervisors: We seek to discover how
satisfied supervisors are with their jobs as well as their
perception of the telephone operators performance,
training, and satisfaction. Questions aim to identify
problems supervisors know about.
2. Warehouse Supervisors: We seek to discover how satisfied
supervisors are with their jobs as well as their perception of
warehouse worker performance, training, and job
satisfaction. Questions aim to identify problems supervisors
know about.
Questions to Ask
Customer Survey:
Please rate these statements using the following scale
1Very Important
17
2Important
3Not Important
4Extremely Unimportant
5Unsure
Please rate how important the following items are to you when
interacting with the support department of a company like PJ
Enterprises.
Easy to contact a support person
Support person is knowledgeable
Support person provides answers quickly
Support person is courteous
Please rate these statements using the following scale:
1Strongly Disagree
2Disagree
3Agree
4Strongly Agree
5Unsure
Based on your recent call to PJ Enterprises, how strongly do you
agree or disagree with the following statements?
It was easy to contact a support person
Support person was knowledgeable
The support person tried to solve my problem
The support person had the ability to solve my problem
The support person had the authority to solve my problem
Support person provided answers quickly
Support person was courteous
Customer Service Supervisor Survey:
Questions to ask customer service supervisors about their jobs:
How long have you worked for PJ Enterprises? (multiple choice)
a) Less than 6 months
b) 6 - 12 months
c) 1 - 3 years
d) 3 - 5 years
e) More than 5 years
Directions: Please respond to these statements using the
following scale
1Very Satisfied
2Satisfied
3Not Satisfied
If you would like to add additional information in the comment
box provided, please do so.
18
How satisfied are you regarding the following for your position as
supervisor?
Nature of the work
Company morale
Questions to ask supervisors about telephone operators

Directions: Please respond to these statements about
supervising telephone operators using the following scale
1Very Satisfied
2Satisfied
3Not Satisfied
How satisfied are you with the following regarding the telephone
operators?
Training and preparation for the job
Performance: customer service
Performance: call volume
Product knowledge
Relationships with their supervisors
Morale
Warehouse Supervisor Survey:

Questions to ask warehouse supervisors about their jobs:
How long have you worked for PJ Enterprises? (multiple choice)
a) Less than 6 months
b) 6 - 12 months
c) 1 - 3 years
19
d) 3 - 5 years
e) More than 5 years
Directions: Please respond to these statements using the
following scale
1Very Satisfied
2Satisfied
3Not Satisfied
How satisfied are you regarding the following for your position as
supervisor?
Nature of the work
Company morale
How satisfied are you with the following regarding the warehouse
workers?
Training and preparation for the job
Job performance
Relationships with their supervisors
Morale
Activity 4 Observation of Telephone Operators and

Customer Service Supervisors
Target Audience:
The target audiences for this assessment are the customer service
supervisors and telephone operators. The goal of the observation
method is to assess the target audiences characteristics including
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level of experience, and ability to perform job-related tasks, as well

as to determine how they deal with frustration, their level of
language skills, and mannerisms.
Because the observations will be made via phone call, characteristics
such as target audience age will be difficult to determine.
How and Why Observation Will Be Conducted:

For the target audiences described above, the observations will be
conducted by using mystery shoppers as the observers. The
mystery-shopping agents will act as customers in order to be obtain
information regarding customer service levels. The agents will create
an activity log and schedule for calling PJ Enterprises under the guise
of a customer. In the log, they will record the date and time they
called, the question or issue they presented, the employee with
whom they dealt, and include personal notes about the nature of the
interaction. This type of observation will be completed multiple
times, and the mystery-shopping agents will report on the level of
satisfaction they experienced in various customer service situations.
Multiple mystery shoppers will call at various times of day over a
two-week period. Call details will be included in the activity log.
In addition to mystery shoppers, either members of the Concept
Creators project management team or members of an outside
agency will directly observe incoming calls. Similar to the mystery
shoppers, those observing calls will keep an activity log and track all
key information regarding the quality of the call, duration of the call,
the telephone operators ability to answer questions based on
etiquette and product knowledge. The calls will be observed and
listened in on during all times of the day for a two-week period.
In order to obtain the most accurate data and representation of
customer service quality, the observations will not interfere with the
customer service/telephone operators daily and routine tasks; it will
mimic real-life situations as closely as possible.
Questions to Ask
When observing, the following factors/questions will be considered:
How quickly does the telephone operator/customer service

supervisor answer the call?
Based on customer-service rating rubrics, the mystery shoppers

will compare how the service of PJ Enterprises compares to
industry standards. Information will be recorded in the activity
log.
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Does the customer service experience align with the companys

mission statement?
Based on the customer issue presented, does the telephone

operator ask the right questions to help answer those questions?
Rated on a scale of 1 - 5, with 5 being the highest rating,

how knowledgeable are the telephone operators of the companys
products and services?
How timely is customer service follow-up?
Rated on a scale of 1 5, with 5 being the highest rating, how do

the customer service supervisors/telephone operators handle
complaints and negative feedback?
How do the customer service supervisors/telephone operators

handle verbal disagreements with clients?
How is frustration exhibited?
Rated on a 1 - 5 point scale, with 5 being the highest rating, how

effective is the telephone operators problem-solving strategy?
Did he/she help solve the problem(s) presented, yes or no?
Does the telephone operator demonstrate a friendly, positive

attitude, and tone of voice, yes or no?
Were escalated issues handled efficiently, and passed on to the

appropriate senior level manager? (Observer will indicate yes or
no and provide commentary if necessary)
Activity 5 Focus Groups of Customer Service Supervisors,

Telephone Operators, Warehouse Supervisors, and
Technology/Database Developers
Customer Service Supervisors Focus Group. The customerservice supervisor focus group will be a face-to-face interaction
that will take place for up to two hours during the workday. The
four customer service supervisors will respond to open-ended
questions. The focus group is designed to be thought provoking
and to encourage individuals to analyze their current positions
and make suggestions on how to improve in specific areas.
We are seeking real-time feedback concerning job satisfaction,
what is working well, what needs improvement, current
22
procedures, training of employees, recognition, and suggestions

on how to best accomplish this. Questions aim to identify possible
solutions to problems supervisors already know about.
Telephone Operator Focus Groups. The telephone operator

focus groups will be face-to-face interactions that will take place
for up to two hours during the workday. They will be conducted in
small groups. Telephone operators will respond to open-ended
questions. These focus groups are designed to be thought
provoking and to encourage individuals to analyze their current
positions and make suggestions on how to improve in specific
areas.
We are seeking real-time feedback concerning job satisfaction,
morale, what is working well, what needs improvement,
evaluation of current scripts used with customers, effectiveness of
the training received (customer service/order entry system) and
suggestions on how to best accomplish this. Questions aim to
identify possible solutions to problems telephone operators
already experience in their line of work.
Technology/Database Developer Focus Group. The

technology/database developer focus group will be a face-to-face
interaction that will take place for up to one hour during the
workday. The developers will respond to open-ended questions.
The focus groups are designed to be thought provoking and to
encourage individuals to make suggestions about how to improve
in specific areas.
We are seeking real-time feedback concerning how effectively the
telephone operators are using the order entry system, if they
participate in professional development that allows them assist
TOs and CSSs.
Questions aim to identify possible solutions to problems
technology/database developers have already identified in the
telephone operator order entry system process.
Questions to Ask
Customer Service Supervisors. Focus group questions to ask
customer service supervisors about their jobs:
How have you been involved in employee training and the
implementation of procedures?
23
Think back over the past year of things PJ Enterprises has

done. What went particularly well?
What needs improvement? If you had the opportunity to

make improvements, what would they be?
How and when do you use employee recognition

strategies?
If you were inviting a friend to consider applying for a job at
PJ Enterprises, what would you say to them?
Of all the things we have talked about, what is most

important to you?
Telephone Operators. Focus group questions to ask telephone

operators about their jobs:
What, if any order entry system training, have you had?

What further order entry system training do you feel you
need?
What if any customer service training, have you had? What

further customer service training do you feel would be
beneficial to you in your current position?
Have you been provided with scripts to assist you in

handling customer calls? If so, have they been helpful?
What needs improvement? If you had the opportunity to

make improvements, what would they be?
How and when are you recognized as an employee?
Of all the things we have talked about, what is most

important to you?
Technology/Database Developers. Focus group questions to

ask technology/database developers about technology usage and
downtime and plans for improvements jobs:
Can you tell us about the downtime of PJs system

technology? Especially the order entry system and
telephone systems.
Have there been any down time issues during peak times?
If so when and how often did this occur?
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What if any improvements are needed to assist the

telephone operators in doing their jobs? If you had the
opportunity to make improvements, what would you
suggest?
Of everything we have talked about, what is most

important to the success of PJ Enterprises in meeting their
company goals?
What, if any documentation of the order entry system has

been provided to assist in training the telephone operators?
Activity 6 Data and Document Analysis with Customer

Service Supervisors and Human Resources
Concept Creators will obtain, review, and analyze data and
documents provided by Customer Service Supervisors and the
Human Resources department. We will use this information to
determine needs, identify trends/patterns, and compare to industryrecognized standardsall with the goal of helping PJ Enterprises
assess areas for improvement.
Customer Service Supervisors: Strategy for Using Call Center

Metrics/Performance Indicators
Below are facts provided from PJ Enterprises to our team regarding
current Call Center performance, along with our strategy for
analyzing that information.
Customers have complained that they sometimes have a long wait to

speak to a telephone operator. We will compare the abandon call rate
per quarter, month, week, day, and by shift to acceptable, industryrecognized abandon call rates.
Reports generated by the system indicate that each telephone

operator only responds to three calls per hour as opposed to the
required number of six calls per hour. We will analyze the average
handle time (AHT), which consists of both talk time and any after-call
workover the course of a year, by quarter, by employee to
determine what, if any, patterns exist.
Customers have complained that they are sometimes redirected to a

customer service supervisor to have their query answered
satisfactorily. We will analyze the first resolution (one and done)
25
rate among the operators by year, quarter, and employee? This is

the percentage of transactions completed within a single contact.
Following up on #3the item above, we will also analyze the transfer

rate how often the operators transfer the calls to a customer
service supervisor.
We understand the average order is between $250 and $500. We will

compare this amount with the average cost incurred per call.
We will analyze the longest delay in the queuefor those customers

who held and generated a transaction, as well as for those who
ultimately abandoned the call. Again, yearly, quarterly, weekly.
We will determine how frequently the call system went down or was
slow because of technical problems.
Customer Service Supervisors: Strategy for Using Call Center Operational

and Technological Data and Documents
Below is our strategy for analyzing Call Center operational and
technological data and documents.
We will compare and contrast the four catalogs produced last year
with the corresponding PowerPoint presentations used for training to
determine if the product information the customers receive in the
catalogs reflects the product information the operators receive in the
product training.
Employee meetings are now held monthly but often times are very
poorly attended because of the employees working hours. We will
review the meeting agendas and minutes to determine the type of
information being shared and/or missed by those who do not / cannot
attend.
We will try to determine the full scope of training employees receive

by obtaining any sales or call-center training material that exists.
We will compare and contrast any brochures, users guides, or

training materials related to the new sales-system installation project
with that of the existing sales system.
We will review periodic feedback and/or formal evaluations forms to

better understand the types of positive and constructive feedback
being provided to employees.
We will review company policies relating to telephone operators

work time, including Internet usage while at the computer, break
time, and allowance for personal calls. We will compare the policies
with actual data and performance evaluations.
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We will review the incentives program awarded to customer-service

staff for error-free performance so we may analyze its components
as to eligibility, measurability, and attainability.
We will review any programs that have been offered as professional

development in the past year in order to analyze what training, in
addition to the product training, was provided.
We will review the demographic profile of the telephone operators,

which includes their education and sales experience, and compare
that to the job descriptions and job postings.
We will review the standard greeting that telephone operators use

for clarity, length, purpose, and style.
We will review the survey questions the telephone operators conduct

at the end of the transaction for length, quality, and bias.
We will review the call log indicating how often and why operators
transfer calls to the customer service supervisors. We will compare
this information with industry-recognized standards.
We will compare and contrast the information provided in the product

reference guides, accessible to telephone operators, with the
information provided in the catalogs, provided to customers, in order
to determine if the information is the same.
You have mentioned that operators can access product reference

guides. How do they access these guides? Please provide the product
reference guides for each catalog for the past year.
Complaints are typically about product knowledge, telephone

etiquette, and prompt response to calls waiting in the queue. We will
review a report that breaks down the complaints by the categories
for the past year and by employee-in order to determine possible
trends or patterns.
We will review the type and length of the menus and prompts of the
call center system and compare with industry-recognized standards.
We will review a customer tracking report, with breakdowns by

region, customer demographics, and shopping patterns and compare
with the companys stated, perceived customer demographic profile
to determine if they are the same.
We will review the current catalog mailing lists and strategies and
compare with the company goals for obtaining and using catalog
mailing lists to determine if the two policies are the same.
27
Human Resources: Strategy for Using Policies and Procedures

Below is our strategy for analyzing the policies and procedures in
place by PJ Enterprises Human Resources Department.
We will analyze the job descriptions and job postings for the
customer-service supervisors, the operators, and the warehouse
personnel and determine if the contents of these documents align
with the companys needs.
We will review a company organization chart to understand the

formal and informal lines of communication within the company and
determine if communication is taking place, as it should be,
according to the chart.
We will review interview documents (ratings, comments, questions)

to determine if the interview process meets the needs of the
company.
We will review any new hire training and/or orientation documents

provided to new hires in an effort to determine how well the
company helps employees assimilate to their jobs.
We will compare and contrast the old and new company handbooks
to determine the information that has changed and evaluate how it is
being communicated.
We will review a job package document that indicates pay scale

and benefits and compare with industry-recognized packages of
similar jobs.
On average, one staff member (from either customer-service

supervisors, operators, or the warehouse) resigns or is terminated
every other month. We will review exit interview forms in an effort to
determine any trends or patterns reflecting why people leave the
company.
Roadblocks & Dependencies
Roadblocks / Dependencies
Mitigation Strategies
[MDO] Subject Matter Expert

resistance, since they
currently conduct training
Assure them that this will

help to better pinpoint
strengths and weaknesses of
the program and help them
to do their job better.
28
[MDO] 24/7 scheduling of
telephone operators and
customer service supervisors
Schedule focus groups at
varying times to
accommodate their work
schedules.
Let them know that their
opinions are valued, how the
information will be used, the
benefit of their input, and
that no one will be left out of
the input process.
[MDO] Human Resources

resistance (since they have
new performance evaluation
process, new company
handbook, and they
ultimately handle
performance issues)
Assure them that this will

help to enhance their current
programs.
[MDO] Telephone operators

may already feel alienated
since only were
interviewed and they were
interviewed informally.
Administer survey at a
facilitated meeting.
[MB] Observations need

manager approval.
Speak to manager and

explain reasoning for this
type of needs assessment.
[MB] Observations may be

distracting during times of
high-call volume
Plan observation schedule

that will be unobtrusive.
[LM] Tendency to be
protective of company
documents
Have Management Team

reinforce their support of the
activity to Supervisors and
Human Resources and
explain the goals of the
analysis.
[LM] Resistance to change /

view as threatening activity.
Have small meetings held by

Management Team that is
reassuring in nature and
emphasizes the integrity of
the project.
Let them know that their

opinions are valued, how the
survey will be used, the
benefit of their input and
that no one will be left out of
the input process.
29
[LM] Non-existent,
inaccurate, or out-of-date
data and documents
Seek other ways to find

information (other research
methods may help).
[GM] Availability of
employees to participate in
surveys
Conduct surveys during work

hours and/or pay them to do
it on their own time. Take
several days to complete
surveys to ensure employees
have an opportunity to
participate.
[GM] Willingness of
employees to participate in
surveys
Make surveys anonymous.

Compensate employees for
time.
[CC] Participants in group

forums may be hesitant to
share thoughts/ suggestions
because of fear of retaliation
or judgment
Assure participants that this

will not occur; go over
guidelines of forum prior to
start, and answer
participants questions;
address concerns to increase
comfort level in exercise.
[CC] Participants in group

forums may be hesitant
because of the hour of work
time (productivity) they will
be losing
Assure participants that the

information gained here will
be used to better their
experiences, productivity,
and overall happiness at PJ
Enterprises, and that their
time is valued.
[CC] IT managers/staff may

be hesitant because of the
time that will be lost in the
area of troubleshooting
Assure that both their

feedback in this area and
time are important, and the
information gained will be
used to better their
experiences, productivity,
and overall happiness with PJ
Enterprises.
[CR] Telephone
Operators/Customer Service
Supervisors may not trust
that their answers will be
kept confidential.
By performing the survey

through a third party,
employees should feel
confident that their answers
would be kept anonymous.
30
[CR] Lack of survey
completion/participation by
telephone operators and
customer service
representatives
Schedule for the survey to
be performed during work
hours, giving the employees
ample time to complete the
survey.
31

02 Gap Analysis Team6 Final

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02 Gap Analysis Team6 Final

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Module 2 Project Gap Analysis Strategy

Aggressive growth to maintain or exceed projected targets

Focus on quality and customer service with 10%

The president of Concept Creators met with the Vice-President of

Presence of customer service standards

Staff development materials

Recognition programs/incentives (define error-free

Current customer service practices of telephone operators and

Telephone system reporting data (call distribution and

Human Resources practices: hiring pool, hiring policies and

Accountability and reward programs

Employee exit interview data

Data and documents related to employee satisfaction and

Employee satisfaction data

Method of relaying complaints (both customer and

Level and quality of staff interactions

Information Technology strengths and weaknesses

Frequency and duration of call center down time

Documentation related to the new sales system

Team 6_Module 2_Gap Analysis

Data and Document Analysis

Information You Hope to

Performance and financial

Human Resources: Existing

Team 6_Module 2_Gap Analysis

Information You Hope to

Perceptions of job satisfaction,

Team 6_Module 2_Gap Analysis

Information You Hope to

Team 6_Module 2_Gap Analysis

Team 6_Module 2_Gap Analysis

Information You Hope to

Information You Hope to

Team 6_Module 2_Gap Analysis

Information You Hope to

Team 6_Module 2_Gap Analysis

Rewards and Recognition

Information You Hope to

Customer Tracking Region,

Catalog Mailing Lists and

New Sales System Project

Documents: Customer Service

Team 6_Module 2_Gap Analysis

Job Descriptions and Job

Company Organization Chart

Job Interview Documents

New Hire Training/Orientation

Activity 1 Individual Interviews with Management Team,

Are there seasonal and/or quarterly sales

What are the shift sales variances?

Focus on quality and customer service with a 10%

Team 6_Module 2_Gap Analysis

What are the demographics of your

What is the English language proficiency of

What are the specific customer service

What are the current customer call

What is the current method of order entry?

What scripts, flow charts, and/or job aids have

Are there specific goals by team, individual,

What are your current plans or methods for

What areas need improvement?

Customer Service Complaints