Task

Use the template below to perform a gap analysis in order to bring AbleConnect in line with the best practices outlined by CCMetrics.

Future State	Current State	Gap	Action Plan
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

Future State	Current State	Gap	Action Plan
Talent management plan in place to cover growth and training needs for the next 12 months.	Talent management plan in place.	Not enough staff at present.	Need to hire in groups instead of individuals or pairs to ensure that staffing needs enable us to meet our own commitments.
Individually-based knowledge, skills, and attitude development plans created and reviewed annually.	No individual plans in place.	There are no individual plans. Turnover is so high that focus is on team planning only.	Develop a system of employees setting their own goals, based on team/department targets. Have monthly “check-in” meetings with each team member to make sure they feel on track, and to go over quality review results.
Team-based knowledge, skills, and attitude development plans created and reviewed annually.	Team-based knowledge, skills, and attitude development plans are created and reviewed annually.	No gap here.	Continue to do this.
Classroom training on systems, processes, and procedures should be an integral part of training.	Classroom training on systems, processes, and procedures should be an integral part of training.	Should probably assess depth and value of training, as there may be gaps, especially with systems training.	Develop a formal training program so that all contact center agents have access to consistent, up-to-date training instead of team leads having to deal with training one-on-one.
Listening and observation of real live calls should be part of the first week of training.	Listening and observation of real live calls should be part of the first week of training.	We currently do not do this due to time constraints.	Integrate this into several training sessions.
First week of being on the phones includes guided live calls with a team leader or trainer.	First week of being on the phones includes guided live calls with a team leader or trainer.	No gap here.	Continue to do this as part of training.
Communication skills training is completed in the first week of employment. This should include active listening, asking questions, and dealing with difficult calls.	Communication skills training is offered every six months on a voluntary basis.	We only offer this training a few times a year because it means agents are off the phones.	All new staff will take part in communication skills training at time of hire. The course also will be developed as eLearning so that staff who want to brush up on their skills can do so as time allows.
Contact center agents understand that call monitoring (recording actual calls) is done for training purposes (e.g. to identify training gaps), to ensure call quality, and to facilitate exceptional customer service.	Expectations for behavior and limits to authority are communicated in training, but call monitoring is not discussed.	We do limited, random samples of recordings (three random calls per agent per week).	Check cost and logistics for more frequent call and screen sampling so we have a better idea of what people are really capable of. Ideal sample would be five calls per shift.
Contact center agents who receive a performance score of 80 percent and higher on skills exams receive an incremental pay increase.	Incremental pay increases are issued annually at the discretion of the manager.	Agents might not feel compensated for the value they bring. Could this be part of the reason for our turnover issues?	Discuss with the executive team, particularly how this could be relative to reducing turnover and increasing retention.
Contact center agents who consistently score above the standard for call quality (80 or 90 percent, depending on the complexity of calls they take) receive bonuses including pay increases, time off, or rewards of their choosing.	We don’t do this. Our call monitoring is more for punitive reasons.	We currently do not do this.	Discuss with the executive team, particularly how this could be relative to reducing turnover and increasing retention. Will have to find cost savings to fund the program from other operations areas.

Complete and Continue