Using Performance Mapping and Gap Analysis to Improve Performance: An Evidence-Based Assessment of Performance Gaps

Using Performance Mapping and Gap Analysis to Improve Performance: An Evidence-Based Assessment of Performance Gaps

Bonnie Beresford (AMCI Global, USA) and Paige Barrie (Volkswagon Credit, USA)
Copyright: © 2015 |Pages: 17
DOI: 10.4018/978-1-4666-8330-3.ch001
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Abstract

When the learning and development manager of a financial services firm wanted to improve organizational performance, she stated, “I want to understand what the best performers do, and make the rest more like the best.” By studying high performing salespeople, the organization discovered what such performers did that made them more successful than their colleagues. Using a structured performance mapping process, the project team elicited and documented the unconscious competence of these in-role experts. A gap analysis of all performers objectively identified, quantified, and prioritized the curriculum and performance support needs. This case study examines an organization that went from simply asking managers what courses their salespeople needed to an evidence-based assessment of real performance gaps. The approach resulted in a highly regarded curriculum, the elimination of development costs for unneeded courseware, and a reduction in training time and time away from the field.

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