Module

2 Project Gap Analysis Strategy

for Instructional Solutions

Project Description [BB]

The management of PJ Enterprises has set goals for the next
year including aggressive growth and profitability, improved
customer service and improved work environment. In order
to address these goals, management has expressed a need to
design, develop and deliver a training program for telephone
operators. The target audience is customer service
supervisors and telephone operators.

This course is intended to replace the training course that

was previously conducted by Sheena Perez, the
merchandizing manager, and Judie Thompson, the catalog
director. Management believes that an increase in knowledge
and skill in and describing the features and benefits of
products in the catalogue is necessary to increase catalog
sales and reduce customer complaints. Although product
knowledge has been identified as the culprit, Director of
Sales Support, Jane MacKenzie would like an outside opinion
as to whether there are other factors affecting customer
service. They have asked Instructional Solutions to provide
counsel regarding attainment acquisition of goals via
training.

Information Needed [CM]

The goal for this analysis is to gain information on the
current status of procedures, challenges, and needs within
JP enterprises.

We will need to collect both human and non-human

information from multiple departments. From the Director
of Sales, we need information about the customer service
goals, employee standards, and the expectations for the new
training. During our interview with the manager of the new
sales system, we need answers to questions about the new
 telephone operator procedures, training requirements, as
well as the issues with the current system. We also need to
gain information from the customer service supervisors to
shed light on the implementation of job recognition,
employee on-boarding, and their opinions on the current
trainings. We also need to understand the new HR policies,
staff-development opportunities, and the off-boarding
process.

Before working with the telephone operators, well need to

collect data focusing on the past customers and their
purchases. Data will also need to be collected on the average
number of calls, and the average number of known product
information. By observing the operators, well be able to
document their current systems, procedures, and decisions.
We will also interview the telephone operators to obtain a
perspective of management and job recognition at the
company. Additionally, we need information on product
training materials, customer survey results, and
assessments that were used during the seasonal trainings.
Concluding this analysis, we need to interview and observe
the warehouse employees to learn about the documentation
process, handling protocols, and typical daily workflow.

With this information, we will be able to describe

performance gap and determine if training is a possible
solution.

Team Strategy [KA]

JP Enterprises has set aggressive business goals for next
year, but needs to ensure current weaknesses with customer
satisfaction are resolved to ensure that their goals can be
met. To further investigate the root causes for the
dissatisfaction, we will be investigating the following
individuals, teams and data:

Understand Project Goals

Interview the Merchandising Manager (Sheena
Perez) and Catalog Manager (Judie Thompson)
Interview Sales Support Director (Jane MacKenzie)
and Vice President (Mike Merrill)
 Interview the manager of new sales system
installation project (Tsien Yun) and Intranet manager
(Lucy Feldman)
Individual interviews with select customer service
supervisors.
Interview with HR manager
Review HR documents (description of what we will
look at are in the analysis plan)
Survey past customers
Survey telephone operators
Conduct a focus group of telephone operators
Observe telephone operators

Through the data we gather, we will have substantial

evidence to identify what gaps exist, and make
recommendations on how PJ Enterprises can intervene to fill
each gap. While training has been initially discussed as a
possible solution for PJ Enterprises, this gap analysis process
will review all possible causes and current practices to
determine what the best solutions might be to help the
company to continue to grow.
 Analysis Plan [DL]

Research Target Audience Information You Hope to Gain Team Member

Method Responsible

1. Individual Mike Merrill (VP) and This interview will gain information on the following: Colleen and Keith
Interview Jane MacKenzie (Sales
support Director) Customer service performance goals
Specific areas they see needing improvement and why
Employee standards
Corrective measures taken in the past to address deficits
Employee recognition/reward standards
Business and financial objectives and rationale
Current perception of work environment and staff development
opportunities
Rationale/expectations for new training

2. Individual Tsien Yun (manager of This interview will gain information on the following: Nicole and
Interview new sales system Brittney
installation project) and Sales system including new telephone operator procedures that
Lucy Feldman (Intranet may or may not influence future employee training and
manager) subsequent workflow
Is it possible to locate product information in the current system?
Additional training requirements for use of new system?
Any issues with current system that could be affecting workflow
or orders?
Software/Hardware issues and benefits
Network capabilities
Accessibility
Limitations
 Research Target Audience Information You Hope to Gain Team Member
Method Responsible

3. Individual Customer Service This interview and document review will gain information on the Keith and Nicole
Interviews Supervisors following:

Understanding of job standards for self and TOs
Protocols
Implementation of job recognition/rewards and
accountability/corrective measures for poor work
View of management and TOs
Participation in on-boarding process (role in training new
employees)
Feedback on customer interactions
Perception of products (quality/amount)
Feedback on workflow on an average day
Implementation of new HR policies
Opinion on current training, including catalog and initial
Expectations for new training

4. a. Individual Human Resources This interview and document review will gain information on the Colleen
Interviews following:

Hiring prerequisites and standards for employee candidates
Onboarding process
b. Document New HR policies and rationale
Review Previous HR Policies
Staff development opportunities
Feedback on current training
Expectations for new training
Off-boarding process
Training and work environments for employees.
Potential training audience demographics.
Previous meetings/agendas
 Research Target Audience Information You Hope to Gain Team Member
Method Responsible

5. Survey of past Past Customers This survey will information on Brittney

customers and
review of Frequency of purchases
recorded calls Perception of products (quality and amount)
Perception of customer service product knowledge
Average time it takes to call in order (separate into total time,
time in queue, time talking to customer service)
Perception of customer service etiquette
Rank of items for perceived level of importance
Likelihood of doing business with PJ Enterprises again

6. Survey Telephone Operators This survey will include information on: Brittney

Average calls taken per hour

Average number of customer calls referred on to customer
supervisor
Perception of seasonal catalog training
Average number of products operators has knowledge
Perception of amount of products
Perception of onboarding and initial training
Expectations for new training
Perception of management
Rewards and recognition for achievements
Accountability for low standards

7. Focus Group Telephone Operators This focus group will utilize a contingency diagram to determine what is Danielle
considered providing poor customer service. It will include product
knowledge, telephone etiquette, and efficiency of call queue to determine
perspectives on the conditions of these items.
 Research Target Audience Information You Hope to Gain Team Member
Method Responsible

8. Focus Group Telephone Operators Other focus group discussion to determine additional information Danielle
gleaned from telephone operator survey, including:

Understanding of job standards
Job recognition and rewards
View of management
On-boarding process
Current training barriers and opportunities
New HR policies
Perception of work and training environments

9. Individual Sheena Perez This interview and document review will gain information on the Colleen
Interviews and (merchandising following:
Document manager) and Judie
Review Thompson (catalogs) Product training materials
Assessments used during training
Feedback surveys from product training, if available
Product information
Average product turnover
Customer feedback regarding products
Information on the product guide

10. Observation Telephone Operators Observation of daily workflow and customer-operator interactions to Danielle
determine the following:

Average calls per hour
Typical phone dialog including product knowledge and etiquette
Call efficiency
Work environment

Activity 1- Individual Interviews: Mike Merrill and Jane MacKenzie [DL]

Details of Activity/Method
Colleen and Keith will interview Mike Merrill and Jane
MacKenzie to determine specific business, financial, training,
and staff performance goals.

Questions to Ask
Financial and Business Goals

We see that this year you are targeting to have a net

profit of $2 million. What are you plans for achieving
this goal?
What is your plan to improve customer-service
scores by 10%?
How do you plan to increase catalog sales to $13
million?
If an increase in sales is achieved, will the warehouse
be able to handle the volume with the same level of
delivery accuracy and service?

Customer Service

o Can we see a job description for both the telephone operators and
the customer service supervisors?
What are your customer service goals?
What type of training is done for this department?
How did you determine your training needs for this
department?
How long do you expect a caller to be in a queue
before being attended?
Are there any items you think need improving in this
department?

Warehouse

What are your goals for shipping and handling of

items?
What is your policy on returned items?
What is your policy on returned items that are
defective?
How did you choose the current technology being
used to handle, ship, and track orders?

Customer Complaints

How do you receive your customer complaints? E-

mail, phone, survey, etc?
What are customer complaints typically regarding?
What is the process for addressing complaints?
Please describe any corrective action taken to
remedy complaints.

Order Processing Questions

What is the process from a customer ordering an

item to a customer receiving an item like? What is the
timeline goal? What is the actual timeline?
On average, what is the order volume on a daily,
weekly, monthly, and seasonal basis?

Recognition and accountability

Describe your system for recognizing your best

employees.
How do you handle poor procedure implementation?
What metrics do you use to measure success for
employees?

Hiring/Firing

What knowledge, skills, abilities, and personality

traits are you looking for in a customer service
employee?
What knowledge, skills, abilities, and personality
traits are you looking for in a warehouse employee?
What knowledge, skills, abilities, and personality
traits are you looking for in a supervisor in the either
the call center or warehouse?
What is the disciplinary policy leading to
termination?

Wrap-up

What is your timeline for this project?

Please describe your goals for training and preferred
delivery method.
Surely the training we are providing is part of the
new staff development initiative. Is there a staff
 development plan in place and if so, may we see how
training fits into the overall initiative?
Is there anything else you would like to talk about
that hasnt already been mentioned?

Activity 2- Individual Interview: Tsien Yun and Lucy Feldman [BB]

Details of Activity/Method
Nicole and Brittney will interview Manager of New Sales
System, Tsien Yun, and Intranet Manager, Lucy Feldman, to
determine how the current sales system affects the
performance of telephone operators, if performance gap
exists, and possible solutions.

Questions to Ask
State of the Current Sales System

Describe the current sales system

How does the operator locate product information in the current

system?

Performance Goals

What updates should be made to the new system?

What are the goals for the new system?

How would the new system met its intended goals?

Causes of Performance Gaps

What are some limitations of the current system?

Are there any technical issues with the current system that could be
affecting workflow orders?

Are there going to be any changes to the Intranet to support this

program or will it be easy to utilize without any additional upgrades?

Solutions and Impressions

What changes would you suggest to improve the system?

Activity 3- Individual Interviews: Customer Service Supervisors [DL]

Details of Activity/Method:
Nicole will interview Customer Service Supervisors for 20 to
30 minutes each. The interview sessions will be conducted
during the workday, and the Customer Service Supervisors
will not be expected to make-up this time for work. The
purpose of these interviews will be to determine the
effectiveness of the current training, implementation of
policies and procedures, training involvement, call volume,
catalog knowledge, and various relationships at different
levels.

Questions to Ask:
Job Standards

o How many years of experience do you have as a

Customer Service Supervisor?

o Describe your positions roles and responsibilities.

What type of training did you have to complete for
this position?

o How do you recognize your best employees?

o How do you handle poor procedure implementation?

o What metrics do you use to measure success for

telephone operators?

o What is the disciplinary policy leading to

termination?

o Are you involved in the hiring process? If so, what

knowledge, skills, abilities, and personality traits do
you seek in potential employees?

o How do you provide the telephone operators

feedback regarding their customer interactions?

Call Center

How long do you expect a caller to be in a queue

before being attended?

Describe the nature of the calls received by the

customer service center.
 What is the process for addressing customer
concerns? Please describe any corrective action
taken to remedy complaints.

On average, what is the call volume on a daily,

weekly, monthly, and seasonal basis?

On average, how many calls are referred to you on a

typical day?

How have the new HR policies affected the call

center environment?

How do you feel about the organization of the

product guide and its use?

Training

What type of training is done for this department?

How are you involved in the training process?

Based on your experience, what are some areas of

weakness displayed by telephone operators that are
not currently addressed in training?

What is the overall moral in the customer service

center?

Tell me about the catalog items

Discuss how you utilize the product guide during

customer calls.

Does the product guide training appropriately

prepare you to use the product guide in your work?

Inter-department Communication

o How do the telephone operators and supervisors in

the customer service center receive information from
management regarding goals and metrics for
success?

o How would you describe your relationship with the

TOs?

o What is the company mission and how is this mission

communicated to employees?
 Wrap-up

Is there anything else you would like to talk about

that hasnt been mentioned?

Activity 4a- Individual Interviews: Human Resources [CM]

Details of Activity/Method
Colleen will interview each member of the Human Resources
team for 60 minutes. The purpose of these interviews is to
gain information on recruitment strategies, selection and
hiring processes, training programs, and management of
employees.

Questions to Ask
Hiring prerequisites and standards for employee candidates

Which prerequisite skills do you look for in telephone

operator candidates?

What prerequisite knowledge is included in the

position descriptions for telephone operators?

Which prerequisite skills are included in the position

descriptions for customer-service supervisors?

What prerequisite knowledge is included in the

position descriptions for customer-service
supervisors?

What length of prior experience is required for new

telephone operator candidates?

What length of prior experience is required for new

customer-service supervisors?

Where are the job vacancies posted?

Which posting locations elicit the most applications?

On average, how many applications are received per

posting?

What other recruiting methods are used outside of

posting on websites?
 How are the interview questions developed for the job
postings?

Are the telephone operator candidates presented with

any customer-service scenarios during the interview
process?

Onboarding process

Please describe your employee onboarding policies

and processes.

Please describe the orientation for new employees.

Does the orientation contain interactive components?

Are new employees paired with mentors?

Does the orientation programming include both

specific role focused training in addition to more big
picture training?

New HR policies and rationale

Please describe the new HR policies.

How were the new HR policies introduced to the staff?

What was the rationale for developing the new

policies?

How often are the employees formally evaluated

under the new HR policies?

What are the components of the performance

evaluation process?

Are the specific criteria for the performance

evaluation shared with employees?

Is there a remediation plan for employees who do not

meet the specified criteria for the performance
evaluation? If so, what is the timeline for this
remediation plan?

Do the employees set goals as part of the evaluation

process?
 How often do employees complete the self-evaluation
component?

Is the company handbook delivered via hard copy,

electronically, or both?

How did the staff respond to the new policies?

What are the details of the upgrade to the pension

plan?

Previous HR Policies

How long had the previous HR policies been in place

prior to the new ones being introduced?

Prior to the performance evaluation and self-

evaluation process, how were employees evaluated?

Staff development opportunities

Outside of the catalog trainings, what opportunities

exist for ongoing staff development?

Are employees offered the opportunity to attend staff

development outside of the offerings at PJ
Enterprises?

Feedback on current training

Do you feel that length of the current training is

appropriate for the amount of information to be
covered?

What follow-up is conducted after the training to

answer additional questions that may arise?

What feedback have the employees given regarding

the length, presentation style, and general
effectiveness of the current training?

Off-boarding process

What steps are taken in the off-boarding process?

Do employees participate in exit interviews upon

resignation?
 Does company policy dictate how much notice must
be given by the employee before terminating
employment?

How do you ensure that an exiting employee has a

smooth transition out of the company?

Training and work environments for employees

Where is the current catalog training held?

How frequently do employees receive on-the-job

training?

Potential training audience demographics

o What is the breakdown of the 4 customer service

supervisors by:

Gender

Age

Racial/Ethnic Background

Length of time working for PJ Enterprises

Length of previous experience working in

customer service industry

Length of previous experience working as a

customer service supervisor

o What is the breakdown of the 25 telephone operators

by:

Gender

Age

Racial/Ethnic Background

Length of time working for PJ Enterprises

Length of previous experience working in

customer service industry

Length of previous experience working as a

telephone operator
 Wrap-up
o Is there anything else you would like to talk about that
hasnt been mentioned?

Document Review: Previous meetings/agendas and changes to

HR policies.
The previous meeting minutes and agendas will be reviewed
to determine the frequency and duration of meetings. They
will be further reviewed to elicit specific information on
hiring practices, specifically on the preferred and required
qualifications of telephone operators. The new HR policies
will be reviewed and compared to previous HR policies. The
employee handbook will be reviewed to determine user-
friendliness.

Activity 5- Survey: Past Customers [DL]

Details of Activity/Method
The survey will be sent to past customers, explaining that
additional feedback is appreciated to improve the customer
experience. When distributing the survey, Brittney will
emphasize that all responses will be kept anonymous. The
results will be compared against the companys customer
surveys. Any patterns in responses will be documented for
analysis.

Questions to Ask

This survey will ask the following questions:

1. What is your identifying gender?

Male

Female

2. What is your age?

Younger than 20

20-25

26-30

31-35
 36-40

41-45

46-50

over 50

3. How many items have you ordered from PJ Enterprise in

the last year?

I havent ordered any items in the last year.

I have ordered one to three items.

I have ordered four to six items.

I have ordered six to nine items.

I have ordered ten or more items.

4. How would you rate the quality of the products that you
have received in the past?

Poor

Fair

Good

Very good

Excellent

5. How would you describe the knowledge of the individuals

in the customer service center?

Poor

Fair

Good

Very Good

Excellent
6. How would you describe the manner in which you were
treated by the individuals in the customer service center?

Poor

Fair

Good

Very Good

Excellent

7. On average, how long were you on hold until you reached a

customer service representative?

8. On average, how much time did you spend with a customer

service representative?

9. Have you ever been transferred to receive additional

information or answer a question?

10. Rank the following in order of importance

Product selection

Product Cost

Product Quality

Customer Service

Shipping and Receiving

Product Warranties

11. What is the likelihood of you choosing to do business with

PJ Enterprises in the future?

Poor

Fair

Good

Very good
 Excellent

12. Feel free to provide any additional information that was not
addressed in this survey below:

Activity 6- Survey: Telephone Operators [BB]

Details of Activity/Method:
Brittney will distribute an anonymous survey to all
telephone operators in order to determining expectations of
training, job satisfaction, and perception of training.

Questions to Ask
Background

How long have you worked as a telephone operator

for PJ Enterprises?

What shift do you work?

How many seasonal catalog trainings have you

attended?

Have you attended any other trainings for PJ

Enterprises? If so, which ones?

Expectations of training

Please rate the helpfulness of the seasonal catalog

training.

Not at all helpful

Somewhat helpful

Very helpful

Extremely helpful

What do you perceive to be the purpose of the

trainings?

One of the main goals of training is to increase

product knowledge. How would you rate your
product knowledge as a result of training?

Poor

Below average
 Above average

Excellent

What was the most important thing you learned in

training?

Please rank the operator skills in order of

importance, 1 being most important, 4 being least
important.

Product knowledge

Customer service

Sales system knowledge

Technical and equipment knowledge

Please rate your confidence in your ability to perform

your job following the catalog trainings. Use the
following scale with 4 being most confident and 1
being least confident:

What percentage of products in the catalog are you

familiar with?

100-75%

75-50%

50-25%

25-0%

Fill in the blank: The amount of products in the

seasonal catalog is _________.

Too much

Just right

Not enough

Job Tasks

How many times do you utilize the automated entry

system in a typical workday?
 On a typical day, approximately how many calls do
you take?

Of the calls that you take during a workday,

approximately what how many are referred on to the
Customer Service Supervisor?

Job satisfaction

On a scale of 1-5, 5 being excellent and 0 being poor, please rate your
job satisfaction.

How is excellent performance rewarded in your team?

How are you operators held accountable for poor service?

Activity 7- Focus Group: Telephone Operators [DL]

Details of Activity/Method
This activity will require that 5 telephone operators per shift
participate in a 30-minute focus group activity. This activity
will be conducted during the work day, and the employees
will not be expected to make up this time for work. In this
activity, we will use a whiteboard to write down answers to
the question, What is really poor customer service? This
will cause the focus group to identify standards for
themselves. In this way, we can determine telephone
operators awareness of the standards to good customer
service. After we complete the poor customer service chart,
we will reverse the question, and ask the focus group to
identify ways to provide excellent customer service. This
will raise awareness of occasions the telephone operators
have provided excellent and poor customer service without
judging or calling them out for their actions. The end goal is
to identify job standards and raise awareness of these
standards.

 Activity 8- Focus Group: Telephone Operators [BB]

Details of Activity/Method:
Danielle delivers a focus group discussion to determine
additional information gleaned from telephone operator
survey, including:

Perception of work environments

Describe a typical work shift?

What does your supervisor do to reward excellent service?

How does your supervisor address poor work or bad service?

Possible solutions

If you were a supervisor, how would you improve the workspace?

If you were supervisor, how would you motivate operators?

Perception of training

o What is the purpose of catalogue training?

o What is the most important part of training, or which part was most
helpful for you?

o Which part(s) of training were NOT helpful for you?

o What many products are you familiar with?

Possible solutions

How would you improve the seasonal catalog training?

If you were in charge of training, what would you add? What would
you take away?

Wrap-up

Is there anything else you would like to talk about that hasnt been
mentioned?
Activity 9- Individual Interviews and Documentation Review: Sheena Perez and Judie
Thompson [DL]

Details of Activity/Method: Part One- Interviews

Colleen and Nicole will meet with Sheena Perez and Judie
Thompson for an hour during the workday as their schedule
allows. The purpose of this interview is to determine the
process surrounding merchandise selection, catalog
development, and the development and delivery of product
training.

Questions to Ask: Part One- Interviews

What is the mission of PJ Enterprises?

Can you tell me a little bit about your position and role
at PJ enterprises?

Can you describe how you communicate information

with customer service? Do they only interact with you
at the quarterly training sessions, or are you available
for product questions?

How do you expect telephone operators to fulfill the

mission statement of PJ Enterprises in their daily work
with customers?

Please tell me more about the organization of the

product guide.

On average, which products are purchased the most?

Are any products not purchased?

Please tell me about the product selection process.

How many products do you select per catalog and

why?

Do you get feedback regarding the merchandise items

and catalog elements prior to finalizing the catalog?
Who reviews this?

Do you have any experience developing and delivering

training prior to your job here at PJ enterprises?

How do you determine what information to include in

product training? Is phone etiquette part of the
training or just the catalog items?
 Please describe a typical product training session.

Describe the training environment.

What assessment methods do you used to determine if

the attendees have learned and retained the
knowledge?

What is the overall demeanor of the audience during

product training?

Are the training materials available to the staff after

the class for review or do you provide any reference
materials for use on the job?

Wed like to learn from your experience providing

training. What worked, what didnt seem to work,
how can it be improved?

What type of feedback have you been given from the

employees who attended past trainings? Have you
adjusted training as a result of feedback?

Have you made any adjustments to training because of

customer complaints regarding etiquette, product
knowledge, and wait time?

What is the company mission and how is this mission

communicated to employees?

Is there anything else you would like to discuss that

hasnt been covered?

Details of Activity/Method: Part Two- Document Review

Keith will review all documents from the last four quarters
pertaining merchandise selection, catalog development, and
catalog training. He will pay special attention to the
correlation between the merchandise and catalog and what
instructional strategies and assessment methods were
utilized to achieve the objective of learning the catalog.

 Questions to Ask: Part Two- Document Review
What is the selection process for merchandise?

How many items are included in each catalog?

What is the typical lifecycle for an item?

Who are the current vendors? Who are the past

vendors? How are the specifications from
merchandise from these vendors utilized in the
product guide?

Are there any comparable prices for the merchandise

items documented?

What training strategies and methods are used?

How are learners assessed during the training?

What type of activities were part of training? How

much time was spent on each type of activity?

What information is covered during training?

How much time is spent on learning the automated

entry system?

If end of course surveys were completed, what were

the strengths and weaknesses of the training course?

Activity 10- Observation: Telephone Operators

Details of Activity/Method:
Danielle will observe two shifts telephone operators for two
hours each in order to collect data on frequency of calls,
product knowledge and etiquette, call efficiency and work
environment.

Observations to Make
o How many calls are received by the call center each
hour?

o How many operators are working at one time?

o How private are the operators workspaces?

o What is the level of product knowledge?

 o Are job aids available? If so, what types of job aids are
available?

o How often are calls passed on to a supervisor?

o What are the reasons for calls being passed on to a

supervisor?

o What is the average time of each call?

o What is the general demeanor of the employees?

Roadblocks & Dependencies

Roadblocks/ Dependencies Mitigation Strategies

It may be difficult to access the phone operators for personal The team will set up a detailed, rotating schedule for
interviews during the needs assessment process. interviews which will occur during the workday.
Adherence to time frames will be a priority to
minimize employees time off the job.

Interviewees may fear retribution for providing honest The team will craft and share common language
responses during the needs assessment process. regarding anonymity during the needs assessment
process.

Given the high turnover rate, it will be essential for the The team will ensure that the focus group schedule is
telephone operator focus groups to contain a cross-section of designed in a way to reflect a balance of veteran and
employees in terms of length of employment with PJ new employees.
Enterprises. The new employees will offer a unique
perspective on current onboarding processes, while the more
veteran employees can share information about how
processes have changed over time.

The survey response rate may be low. Incentives may be provided for completion and/or
employees may complete the survey at specific,
designated times at stations during the workday.

 Roadblocks/ Dependencies Mitigation Strategies

Management may not support the teams efforts to schedule The team will have a meeting with management to
interviews, to bring together focus groups, or to collect set common goals for implementation of the analysis
documentation. plan.

Timeline for analysis may be prolonged by scheduling Interviews will be scheduled early in the timeline to
conflicts in the interview process. account for potential rescheduling; a block of time
will be set aside for rescheduled interviews.

It may be difficult to observe the telephone operators due to The team will review the room setup prior to the
room setup if the operators sit in cubicles. observations. If the operators sit in cubicles, the
observer will pull a chair into the cubicle during the
observation. Team members will be present for the
duration of one full phone call for each employee that
is being observed.

The telephone operators may be resistant to being observed The team will share the purpose of the overall gap
by an outside group. analysis with the telephone operators. That
overview would stress the fact that we are looking at
all components of the company to assess potential
needs, including members of management and
human resources.