Identifying, clarifying, and measuring gaps, and then designing the correct intervention or solution is a critical element in the success of our services. Examples of the types of gaps we consider are:

	Need gaps
	Deficiencies in skills, knowledge, and attitudes needed in order to carry out their assignments and duties.
	Performance gaps
	Deficiencies in how the organization manages performance, designs jobs, and/or reinforces and rewards performance
	Management gaps
	Deficiencies in how employees are managed and motivated within the organization.
	Organizational gaps
	Deficiencies in how the organization is conceived, designed, and managed.

To quote Robinson & Robinson (1996), "there are multiple causes for the performance deficiency in over 90 percent of the situations." It takes a skilled professional with a broad base of knowledge and business experience to identify them and make performance improvement recommendations at the individual, group, department, division, region, and/or organizational level.

Examples of the types of questions you should be asking to determine if gaps exist between where your organization, managers, and employees are today, and where you would like to be include the following:


Business:

	If you could change today any three things about your organization, what would they be?
	What is your organization trying to accomplish over the next several years?
	Why is it important that you succeed in achieving these goals?
	What do you see as the consequences if you are not able to achieve these goals?
	What is it costing you not to take action?
	What is your product or service?
	What are the unique features about your product/service that differentiate you, and make your product or service the preferred choice? Would your current customers agree?
	What was your total revenue last year?
	What has been your growth pattern over the last 5 years?
	What are the primary causes/contributors of your growth pattern?
	What do you project over the next 5 years?
	What are the factors upon which you base your projections?
	Do you plan on expanding?
	What form will your expansion take i.e. markets, products/services, manpower, physical plant, etc.?

Performance:

	What is your attitude about investing in staff development and productivity?
	What specifically do you do to maintain, develop and retain key employees?
	Describe the attitude of your people towards the organization?
	Are your managers and supervisors effective (a) decision-makers, (b) leaders, (c) delegators, (d) time organizers, (e) planners, (f) motivators, g) developers?
	Do you have a goals program? How far up and down the chain of command does it go?
	How often are they measured? Are they quantitative, behavioral, or both?
	Are you consistent in measuring and achieving your individual and organizational goals? Why or why not?
	What is your turnover rate and why do they leave?
	What is your absenteeism rate?

Training:

	Does your annual training and development budget meet industry norms?
	If your employee was offered the choice of immediate termination or performing the skill, could they do it? If so, you don't have a training problem. (Footnote-Do not do this. It is only to drive home a point)

Internal Environment:

	From where you sit, what do you see as getting in the way of accomplishing your goals and objectives?
	What would we see if we followed you around the organization that would cause us to reach the same conclusion?
	Why do you think you are not where you would like to be?
	How effective are the lines of communication within your organization? Vertically? Horizontally?

External Environment:

	How does your organization compare to others in your field? Why?
	What is your competitive position?
	What impact does the economy have on your organization? What is controllable, and what is not?
	Working together, what can we do today to help you not only survive, but thrive?

LET'S PROCEED