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Skill Gap Assessment Methodologies - Coggle Diagram

- - - - 4. Job observation/ work sample: Manager observation at work site or analysis of employee products
      - 5. Job inventory questionnaire: Evaluation of tasks in terms of importance and time spent performing.
      - 3. Performance standards: Objectives of the tasks of the job and the standards by which they will be judged are needed to identify performance discrepancies.
      - 6. Review of literature about the job: Research of best practices from other companies, review of professional journals.
      - 2. KSA analysis: A more detailed list of specified tasks for each job including knowledge, skills, attitudes, and abilities required of employees.
      - 7. Interviews/ surveys: Questions employees, their supervisors, and upper management about the job requirements.
      - 1. JD: A narrative statement of the major activities involved in performing the job and the conditions under which these activities are performed. If an accurate job description is not available or is out of date, one should be prepared to use job analysis techniques.
      - 8. Analysis of operating problems: Analyzes down time, waste, repairs, late deliveries, quality control, etc
  - - - 4. Skill inventories
      - 5. Interviews: Talk to manager, supervisor, and employee; ask employee what he/she believes he/she needs to learn
      - 3. Job observation/ wor samples
      - 6. Questionnaires: Written form of the interview, tests, must measure job-related qualities such as job knowledge and skills
      - 2. Performance problems: Productivity, absenteeism and tardiness, accidents, grievances, waste, etc.
      - 7. Attitude surveys: Measures morale, motivation, and satisfaction
      - 1. Performance evaluation: Identifies weaknesses and areas of improvement (e.g., 360/180-degree reviews)
  - - - 2. Skills inventory: Determined via surveys, supervisory observation, training records
      - 3. Efficiency indices: May be assessed via annual report, customer service records, quality records, process delays
      - 1. Org goals & obejctives: As determined via mission statements, strategic plans, succession planning, long- and short-term staffing needs
      - 4. Engagement indices: As determined via surveys, exit interviews, grievances
    - - • Political trends such as sexual harassment and workplace violence
      - • Changing work force demographics and the need to address cultural or language barriers
      - • State of the economy and the impact on operating costs
      - • Environmental impacts (e.g., new laws such as ADA, FMLA, OSHA, competition, customers)
      - • Increasing global/world market
      - • Changing technology and automation
      - • Organizational goals (effectiveness of the organization at meeting its goals) and resources available
      - • Climate and support for training (top management support, employee willingness to participate, responsibility for outcomes)
- - - - Top Leaders: Key goals for the agency -> Top Leaders: Key goals for the agency -> Unit Leaders: Areas with greatest performance improvement potential -> Unit Employees: Performance improvement training solutions
      - • Top management in the organization were interviewed to identify a) high priority performance goals, b) performance indicators, and c) perceived barriers to accomplishing them. Sample interview questions included:
        o What is the mission of your unit/agency?
        o What are the key goals/objectives of your unit that support this mission? (Prioritize if possible)
        o What are the key areas within your agency with the greatest performance improvement potential to meet the objectives above?
        • Goals and expected outcomes were summarized in a report for the organization head (each strategic issue received a separate summary)
        • The organization head rated each strategic objective as high, medium, or low priority
        • Unit management and selected employees were interviewed to gain a better understanding of the high priority goals/issues
        • Intensive training needs assessment or performance analysis methodologies appropriate for the situation were implemented. These typically involved intensive, multiple-data collection methods including focus groups, customer interviews, work observation, work sampling, and surveys.
        • Training recommendations were made on the basis of the intensive assessments.
    - - Employees (selected): Opportunities for performance improvement through training -> Subject Matter Experts: Prioritize training for performance improvement potential -> Employees: Training needed survey
      - • Employees were divided into job groups with somewhat similar tasks (approximately 20 per department)
        • A sample of 20% from each employee group was randomly drawn and sent a pre-survey form. Sample questions included:
        o Please describe the three to five biggest problems you face in your job that keep you from being as productive as you think you could be. For each problem noted, please identify any possible training and non-training solutions you see.
        • Three to six subject matter experts from that employee group were then chosen to review pre-survey results
        • A survey was created using the proposed training solutions and distributed to all employees in the group
        • Responses were tabulated and ranked by perceived performance improvement rating