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Identifying Organizational Performance Gaps

In: Business and Management

Submitted By rhodge1203
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STATEMENT OF THE PROBLEM
Course Project Component for Unit 1 of

ED7662 – Designing Training and Performance Solutions

Table of Contents
Organizational Context 4
Performance Gap 4
Significance of the Problem 5
Results of the Root Cause Analysis 6
Key Stakeholders 7
References 8

List of Tables
Table 1.1: Performance Gap 5
Table 2.1: Key Stakeholders 7

Client Organization
Out of this World IT Solutions

Organizational Context
Out of This World IT Solutions is an IT Solutions firm whose specialty is the development of technical solutions designed to interconnect internal and external systems enabling secure, seamless integration with customers, partners and suppliers. The company has made a commitment to the state of New Jersey to hire five hundred employees within the next five years.

Performance Gap
Because the company has a commitment to the state they are gearing up their efforts to bring forth the needed workforce to make particular cities an IT hub. The performance issue is between the Talent Acquisitions and Training Departments. The Talent Acquisitions Department recruits the workforce and conveys to the Training Department who is expected to start and when their orientation date will be. Lately there are many inconsistencies with the process of notifying the Training Department. The performance issues are outlined below in Table 1.1

Table 1.1: Performance Levels
Desired Level of Performance Present Level of Performance Gap
Reports that contain 100% accuracy It varies. Based on my tenure there is 80% accuracy 20% deferential
Emails that notify the Training Department of an updates to the training schedule for orientations Currently, emails are received after the orientation takes place 100%
A member of the recruiting department attends the training set-up call There is no consistency.
60% 40%

Significance of the Problem
This is a significant problem because it causes the Training Department to be ill-prepared on orientation day. The department can experience everyone showing up, more than expected showing up, not enough showing, or no one shows at all. It causes frustrations and at the same time it causes the company to leave a bad impression in the eyes of the incoming workforce as well as friction between departments.

Results of the Root Cause Analysis
According to Gilbert’s Behavior Engineering Model, the following performance variables apply to this issue (Gilbert, 2007)
Information: The departments have their own standard operating procedures but not one as it relates to working together on this issue of setting the correct expectations and making an impact and impression
Knowledge and Skills: The Talent Acquisition Specialist posses the knowledge to do the job because there is proof that this can be done seamlessly by the department.
Tools: The Talent Acquisition Department has software that allows them to track the status and progress of each employee that assisted in bringing into the company. Also they have a dashboard reports that allows them to see all of the employees that are being hired and for what timeframe they will being their career with the company.
Resource: The Specialists have to be very thorough in screen candidates for positions and entering in the notes properly for follow-up but the accuracy and follow-up with the Training Department falls short.
Incentives: Currently the incentives are not in line with this process. The Specialists receive commission for each new hire they assisted in bringing into the organization. The incentive isn’t based on the collaboration with the Training Department.
Motives: Some of the Specialists are stellar and have excellent follow-through and prevents issues and friction from occurring while others show no passion and do the bare minimum.

In order for this project to be a success stakeholders must be identified and put into the loop of the organizational issue. Listed below in Table 2.1 are the list of key stakeholders that were identified and will be called upon to assist in the rectifying the issue. Also listed in the table is the potential impact of each stakeholder.

Table 2.1: Key Stakeholders
Key Stakeholders

Stakeholders Impact
Training Manager and Director Has the ability to approve the project and can assist with determining the real issues and concerns
Talent Acquisitions Manager & Director Has the ability to implement the intervention within the department
Human Resources Manager Ensures that all guidelines and expectations are being followed

REFERENCES

Gilbert, T. F. (2007). Human competence, engineering worthy performance. San Francisco: Pfeiffer.

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