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Dbap Gap Analysis
Dbap Gap Analysis
Dbap Gap Analysis
DBAP, Inc.
March 24, 2019
Project Description
ECG is a mail-order and Internet catalog business marketing high-quality gifts,
apparel and home accessories. In operation for six years, ECG is seeking to
aggressively grow their company while remaining profitable. To reach this goal,
they would like to focus efforts on improving the quality of customer service and
resulting customer service scores by 10% and improve the quality of the work
environment through staff development and recognition.
Management has identified several areas of concern. Employee retention and
morale are low. Customer service complaints have increased 30% since the same
period in the previous year. In the coming year, ECG will be updating its current
technology including new hardware configurations and equipment. Additionally,
new HR policies were introduced along with a new company handbook. ECG has
designated a budget of $400,000 to employ DBAP, Inc. to assist the company in
reaching their determined growth goals through training to address these concerns.
DBAP, Inc. will conduct a full gap analysis to assess current conditions at ECG
and identify key sources impacting telephone operator performance and customer
service. Following the analysis, DBAP, Inc. will determine possible solutions to
address any identified areas of deficiency and if warranted, develop focused
training to remediate areas of need.
Information Needed
To adequately perform a thorough gap analysis for ECG, DBAP, Inc. will establish
a collection of data points through the analysis of various resources. Through
interviews, observations, surveys and artifact analysis, DBAP, Inc. will gather data
to inform their evaluation of the following:
Employee
o Efficacy (technology, product knowledge)
o Proficiencies (language, technology)
o Perceptions
o Demographics
Current Training
o Employee perceptions
o Goal alignment
o Best practices
o Sustained Professional Development (PD) efforts (catalog,
customer service, technology)
Company and Human Resources Artifacts
o Call Data
o Customer Service Surveys
o Retention Data
o Recruitment and Hiring Practices
DBAP, Inc. Gap Analysis 1
o Policies and Procedures
Company Climate
o Awards and Recognitions
o Morale
o Working Environment
Technology
o Employee Training
o Current hardware, platforms, software and ordering system
o New hardware, platforms, software and ordering system
o Employee Support and Resolution for Technical Issues
Team Strategy
DBAP, Inc. will use a variety of methods to collect information
needed from several different audiences:
Observations
o Telephone Operators
o Trainers
o Customer Service Supervisors
Individual Interviews
o Telephone Operators
o Trainers
o Customer Service Supervisors
o Management
o Human Resources
o Technology Staff
Surveys
o Telephone Operators
o Customer Service Supervisors
Artifact Analysis
o Human Resources
o Company Records and Training Materials
Research Method Target Audience Information You Hope to Gain Team Member Responsible
Observations of the Telephone
1. Observations Telephone Operators Operators would provide data not Bernadette Neal
(representative obtainable by the Survey and allow for
sample of the 25) additional data to support the
interviews. This may include:
Factors impeding smooth
workflow
Adequacy of breaks to prevent
fatigue
Possible technical difficulties
Colleague interactions
Correlation of shift times and
productivity and service
Phone etiquette and
communication skills
Vice President of
Sales (Mike Merrell)
Details of Activity/Method
Environment
What are the shifts that the Telephone Operators work? Do they alternate?
Is the area where Telephone Operators are working too loud?
Is the area clean and professional?
Is the break room clean? Does it allow the Telephone
Operators opportunities an opportunity to recharge?
Do Telephone Operators have enough work space?
Technology
Does the order entry system have any consistent glitches?
How easy is it to access product information?
How well do the Telephone Operators know how to use all the
technology (computer, ordering system, phones, etc.) necessary for their
job?
Peers and Supervisors
Is there any collaboration among Telephone Operators?
Do they appear to work well together?
How do the Telephone Operators and Supervisors interact?
Are there opportunities for interaction?
Processes
Are Telephone Operators following standard procedures?
How do the Telephone Operators answer a call? How do they close a call?
How well do they understand the order entry system?
At what point do they transfer a customer to a Customer Service
Supervisor?
Service
How thoroughly are Telephone Operators able to explain the different
products in the catalog?
What customer questions do Telephone Operators seem to stumble on the
most?
How do Telephone Operators handle a difficult customer?
Is the customer already angry by the time the Telephone Operator takes
the call?
How often is a customer transferred to a Supervisor? Is there a common
reason they are transferred?
According to reports, Telephone Operators are responding to only three
calls per hour instead of the required 6 calls. Why are Telephone
Operators spending longer times on the call than is expected?
What is the demeanor of Telephone Operators when they talk to
customers?
Details of Activity/Method
In this activity, DBAP, Inc. will observe the half-day training that is conducted
for Telephone Operators and Customer Service Supervisors before the release of a
new catalog. Recordings of previous trainings will be viewed if
available. Through this method, we will collect information that can help
in determining if the training materials and instruction support the transfer of
knowledge of the catalog products to the Telephone Operators and Customer
Service Supervisors.
Environment
Where is the training held? Is there enough room for all participants?
Is it free from distractions?
What equipment is used in training? Does the equipment work?
Instruction
What time(s) is the training offered? Do participants have day and time
options to choose from?
Are the objectives stated at the beginning of training?
Are adult learning theories/strategies used in the training?
What percentage of the training is “Absorb” vs. “Do” vs. “Connect”
activities?
Are there any role play exercises?
Are Telephone Operators and Customer Service Supervisors given the
opportunity to interact with the products or each other?
Are Telephone Operators and Customer Service Supervisors trained on
ALL products? How many products are there to learn in a training
session?
Is there an assessment? How do instructors gauge that the Telephone
Operators and Customer Service Supervisors have learned the content of
the training?
Are Telephone Operators shown how to access the product summary
descriptions on the order entry system?
What do the instructors do when they notice learner engagement is
declining?
Details of Activity/Method
In this activity, DBAP, Inc. will observe the Customer Service Supervisors in two
contexts: 1) how they interact with customers and 2) how they interact with
the Telephone Operators. In this method, DBAP, Inc. will listen and
watch silently as the Customer Service Supervisors handle the customer calls
transferred to them and how the call is resolved. DBAP, Inc. observes how the
Customer Service Supervisors communicate with the Telephone Operators and
what they communicate. Observations should be no more than 2 hours per
Supervisor. Observers will not interfere in any way when Customer Service
Supervisors are on a call with a customer. The information collected in this activity
can help to determine what factors may be impacting the performance of both the
Customer Service Supervisors and the Telephone Operators and their
relationships.
Environment
Is the area where Customer Service Supervisors are working too loud?
Is the area clean and professional?
Processes
What percentage of the calls are transferred to the Customer Service
Supervisors?
Do the Customer Service Supervisors follow procedures the same way as
the Telephone Operators?
How do the Customer Service Supervisors answer a call? How do they
close a call?
How well do they understand the order entry system?
Service
How well are Customer Service Supervisors able to explain the different
products in the catalog?
How do they handle a difficult customer? What percentage of the
customers are already angry by the time they talk to a Customer Service
Supervisor?
How long are they on the phone, on average, with a customer?
At the end of the call, does the customer seem satisfied?
Personalities
How are the energy levels of the Customer Service Supervisors?
What is the frustration level among Customer Service Supervisors? Are
they easily frustrated? What are the most common triggers, if any?
Are Customer Service Supervisors motivated to find answers for
customers and/or make sure they are happy?
Questions to Ask
Working Environment
Describe a typical day at work.
How many hours per week are you expected to work?
How frequently do you need to do overtime in a week?
How would you describe the physical conditions of your general working
area and/or work station?
Can you describe some of the challenges that you face while taking orders
from customers and/or handling customer complaints?
Describe some instances when you had to redirect customer calls to a
customer service supervisor.
How would you describe your interactions and relations with the customer
service supervisors?
During which part of the day do you receive the maximum customer
calls?
Which are the most frequent customer complaints?
Do you think any form of additional tools or resources can help you
perform your work efficiently?
Training efficacy
How did the trainers conduct the presentations? Was it easy to grasp what
was being taught?
Did you find the duration of the training to be adequate for what was being
taught?
How has the training helped you in your customer interactions
and/or customer service skills?
Was the content in the training material adequate for you to describe a
product to a customer?
Do you have any suggestions to improve the training so that you can gain
the maximum benefits from it?
Can you suggest some ways that might make the training materials more
accessible?
Are there any training needs that you think require immediate attention?
Communication
Do the supervisors provide you coaching and/or ongoing feedback while at
work? If yes, how frequently is it done?
How often do you consult your peers for help before seeking the
supervisors?
Do you face any challenges in understanding the language and accent of
the customers?
Whom do you report technology-related issues (faulty headsets or other
computer-related)? How soon are they fixed/replaced?
Does your job require paperwork or record-keeping in any other form that
leads to work flow lag?
Details of Activity/Method:
DBAP, Inc. will conduct a one-on-one interview with the four customer service
supervisors to gain insights about the expected and current performance of
operators, training, process, and accountability. The interviews will not exceed one
hour. DBAP, Inc. will audio-record and transcribe the interviews for their study.
The information shared through these interviews will be kept confidential
Questions to Ask
Feedback
Do you handle a team of operators? If yes, how many operators do you
supervise?
Do you follow a performance rubric for giving feedback? How will an
“excellent” operator perform at his job?
How will you describe the current performance of the operators?
How frequently do you give feedback to your operators?
Describe the ways you provide feedback (brief and/or detailed).
How receptive are operators do your feedback? Are they given a chance to
respond to your questions?
Does the feedback affect your professional equations with the operators?
Training:
How often does your job role require you to undergo supervisory training?
Who delivers this training and how?
Are there any features that the product catalog training can borrow from
the supervisory training or vice-versa?
Besides product catalog training, what other training might be useful to
you to do your job efficiently?
Process:
Currently the telephone system is only 85% utilized in comparison to the
ideal 90%. Can you suggest any changes in the current protocol or
infrastructure that might speed up the work process?
In which areas (product knowledge, skills, communication, or others) do
most operators underperform? Can you give some instances to support
your answer?
Are there any issues in the current order entry system that SimplyOrder
will eliminate? How will it impact the workflow?
DBAP, Inc. Gap Analysis 15
Do you think any form of additional tools or resources can help you
perform your work efficiently?
Recognition and accountability
What qualities do you look for in star-performers?
What is your action plan for operators who don’t meet the performance
benchmark?
How do you handle the following complaints?
o Product-related from customers
o Operator- related from customers
o Management-related from operators as well as superiors
Has the high turnover among operators always been a problem or is it a
recent trend?
Do you have some suggestions for upper management to improve
customer satisfaction?
DBAP, Inc. will conduct one-on-one interviews with trainers, Judi Thompson and
Sheena Perez. The audio-recorded and transcribed interviews will aim
to understand their perception of performance gap, training needs and audience
characteristics, and other PD training support provided to employees.
Questions to Ask
Questions to Ask
Individual interviews will be conducted with the company’s human resources staff
to gain perspective on the company’s cultural climate, communication practices
between management and employees, incentive and disciplinary practices, and
professional development opportunities.
Questions to Ask
Questions to Ask
Details of Activity/Method
In this activity, DBAP, Inc. will solicit a quantitative opinion from the Telephone
Operators by asking them to complete an anonymous survey. DBAP, Inc. will
create an online survey that Telephone Operators can take at any place or time and
be able to express their true feelings about their job without fear that they may be
penalized by peers or management. This information can provide quantitative data
to support the qualitative data in observations and interviews. Additionally, it will
allow DBAP, Inc. to determine if there are other factors affecting performance
other than product knowledge and skills, as well as determine what other solutions,
aside from training, that should be considered.
Questions to Ask
Survey Questions: Please rate how much you agree or disagree with each
statement.
My organization is dedicated to my professional development.
Strongly Agree / Disagree / Neutral / Agree / Strongly Agree
I am satisfied with the training I receive on new catalog products.
Strongly Agree / Disagree / Neutral / Agree / Strongly Agree
I am satisfied with the support I receive from my organization.
Strongly Agree / Disagree / Neutral / Agree / Strongly Agree
I have a clear understanding of what is expected of me at work.
Strongly Agree / Disagree / Neutral / Agree / Strongly Agree
I understand how my job impacts my organization’s business goals.
Strongly Agree / Disagree / Neutral / Agree / Strongly Agree
I have all the tools I need to do my job effectively.
Strongly Agree / Disagree / Neutral / Agree / Strongly Agree
I am encouraged by management to meet my goals at work.
Strongly Agree / Disagree / Neutral / Agree / Strongly Agree
My organization recognizes employees who do a good job.
Strongly Agree / Disagree / Neutral / Agree / Strongly Agree
My work relationships with my coworkers are positive and professional.
Strongly Agree / Disagree / Neutral / Agree / Strongly Agree
My work relationship with my supervisor is positive and professional.
Strongly Agree / Disagree / Neutral / Agree / Strongly Agree
I am satisfied with my physical work environment.
Strongly Agree / Disagree / Neutral / Agree / Strongly Agree
I am satisfied with my compensation and benefits.
Strongly Agree / Disagree / Neutral / Agree / Strongly Agree
Overall, I am satisfied with my job.
Strongly Agree / Disagree / Neutral / Agree / Strongly Agree
DBAP, Inc. will carry out a survey to acquire responses from customer service
supervisors for quantitative analysis of various issues. The respondents can take
the survey online, anonymously, at their own convenience. In the survey, the
respondents will be given statements and they need to indicate their degree of
agreement or disagreement. In addition, there will be a few questions to obtain
demographic data. All the responses will be kept confidential and therefore, the
respondents can answer without any fear of consequences.
Questions to Ask
Demographic questions:
Which shift do you work?
1st / 2nd / 3rd / Alternating
How long have you been with the company as a Customer Service
Supervisor?
0-6 months / 6-12 months / 1-2 years / 2-3 years / Over 3 years
What is your current age?
Under 18 / 18-24 / 25-34 / 35-44 / 45-54 / Over 55
What gender do you identify as?
Male / Female / Non-binary / Prefer not to say
What is the highest degree or level of school you have completed?
less than a high school diploma/ high school degree or GED/ Associates
Degree / Vocational Degree / Bachelor’s degree / Master’s degree /
Doctorate / Other (please specify)
What is the language you are most comfortable speaking?
Cantonese / English / French / Indian Languages /Italian / Mandarin /
Russian / Spanish / other (please specify)
How would you describe your English language speaking ability?
I am a native speaker of English/ I can speak proficiently / I can speak
conversationally or casually / I am not comfortable speaking English
How would you describe your English language reading ability?
I can read English easily / I can read English but there are some words I do
not recognize / I am not comfortable reading English
Survey questions:
I’ve adequate product knowledge to help customers after the catalog
product training.
Strongly agree/Agree/Undecided/Disagree/Strongly disagree
The performance of operators has improved after the catalog product
training.
Strongly agree/Agree/Undecided/Disagree/Strongly disagree
The redirected calls are usually from customers who are already angry
with the operators.
Strongly agree/Agree/Undecided/Disagree/Strongly disagree
I regularly observe and coach my operators during work hours.
Strongly agree/Agree/Undecided/Disagree/Strongly disagree
I give fair and useful feedback to my operators.
Strongly agree/Agree/Undecided/Disagree/Strongly disagree
Questions to Ask
Exit Interviews:
Why do employees report as their decision for leaving the company?
What do the employees voice that they like about the company?
What do the employees dislike?
On average, about how long do employees stay with ECG?
Employee Demographics:
Job Aids:
What sort of desktop job aids are provided for quick information?
How many job aids are available to employees?
Are the job aids stored in one central location that is easy to find, like the
Intranet?
How often are job aids updated?
Company Handbook:
Is the handbook easy to read and understand?
How big is the handbook?
Does it provide clear details of company mission, policy, and procedures?
Does it provide operational guidelines and rules concerning attendance,
behavior, harassment, and equal opportunity?
Is there a requirement that the employees acknowledge receipt and
comprehension of the handbook, such as a signature?
Staffing:
Are past work schedules archived?
Are scheduled hours distributed evenly among the full-time employees?
What are standard shift hours for full-time and part-time employees?
How many breaks are allowed during a shift? For how long are the breaks?
Do employees “punch in” with a time card? Is it electronic (on their
desktop) or by card?
What is the call-out policy and procedure for sicknesses and emergencies?
What is the vacation and PTO policy? How do employees earn time off?
A DBAP, Inc. member will meet with Mike Merrill, Vice-President of Sales to
request the release of the following company records for analysis:
Previous customer service survey data
This data will be analyzed to identify trends and themes in the nature of
customer complaints. Categories will be coded from the data.
Phone System Reports
An analysis will be conducted to determine if a correlation may be
identified between poor customer service reviews and various factors such
as shift of employee, call volume, wait times and lengths of calls.
Employee Scheduling
An examination of employee scheduling will be conducted to determine if
employee scheduling appropriately reflects need as determined by call
volume.
Findings from the analysis of these company records will serve to triangulate
findings from the surveys, observations and interviews.
Questions to Ask
What were the most frequent complaints in the customer service surveys?
What is the frequency of complaints related to phone etiquette?
What is the frequency of complaints related to product knowledge?
What times of day receive the greatest call volume?
Is the number of telephone operators assigned to each shift appropriate for the
volume of calls?
Do certain shifts receive more complaints?
Does wait time vary with shift?
Does call length reflect challenges in service or exemplary service?
Do customer complaints correlate with the release of the new catalogs?
How often are customers transferred to another agent or redirected to a supervisor?
Do transfers correlate with shifts or call volume?
Telephone Operators and Customer Ensure that all analysis records are
Service Supervisors could be protected under a confidentiality
fearful of retaliation and are clause in the contract that
resistant to being honest or acting guarantees all findings are reported
as they normally do when they are as anonymously sourced for the
observed, interviewed, or surveyed. purpose of this project.
Request that senior management
release an encouraging note
thanking everyone for their
participation along with a statement
in writing that affirms company
commitment to federal employment
laws regarding discrimination and
retaliation, as well as assurance that
this process is initiated to improve
company morale, sales growth, and
the working conditions of the staff.
Key managers and directors from At the onset of planning the gap
IT, HR, and Business are busy. analysis schedule, secure interview
Availability is not guaranteed. appointments with each individual
and accommodate their schedules
with individual components of the
analysis.