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Gap Analysis

Gap Analysis. Continuing the development of the strategy We have identified the stakeholders We have identified the problems We have assessed the environment (context) We have informed ourselves from documentation We move to the Gap Analysis. Gap Analysis. Detailing the Action Plan.

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Gap Analysis

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  1. Gap Analysis • Continuing the development of the strategy • We have identified the stakeholders • We have identified the problems • We have assessed the environment (context) • We have informed ourselves from documentation • We move to the Gap Analysis

  2. Gap Analysis

  3. Detailing the Action Plan • Two key decisions are needed: • Which action is dependent on an earlier one? • Should any action be split up and proceed in stages?

  4. Structuring Actions • Example: • Ensure quality staff at full complement. Review existing staff, carry out exact staffing audit, develop new recruitment process based on interview. Define number and profile and of new staff required. Define civil service status of all staff

  5. Structuring Actions • Better Structured as... • Review existing human resource situation relative to future requirements • Define the future Human Resource Policy and management system • Define the relevant statutes for “civil service” staff in the organisation • Design and undertake a process of recruitment to all newly-defined posts (open to existing staff) • Design a Human Resource Strategy to support recruitment and induction of new staff • Design and put in place a Performance Appraisal system

  6. Structuring Actions • Lessons: • Build in scoping, review stages to concrete implementation tasks • Think: enter, review, re-diagnose, implement, sustain • Also provides a basis to sequencing

  7. Objective: To ensure appropriate human resource capability and performance Sequencing Actions

  8. Sequencing Actions • Estimate duration of each step and of overall action • You can also set a start and end date • You then know which financial year your action and its steps fall into • This may assist with obtaining external financial support

  9. Overview of Action Plan

  10. Perfecting the IB process

  11. Limits to Methodological Tools • There are a number of difficulties which cannot be easily remedied by a tool • The definition of final requirements (in a new situation, you may never have experienced these). Defining them is therefore not easy and there is a real danger of error. If error intervenes here, all else will be subject to error as well • The definition of actions – you may be tempted to assume that every “need” is an “action”. But this is not always the case. The need does not necessarily tell you what is the best action to pursue. For this you may need some further advice

  12. Define (5) Test (2) Modify (3) Limits to Methodological Tools Brainstorm & Propose (1) Dynamic of Incremental Improvement Brainstorm & Propose (4) Tip:Always work at every stage with stakeholders and (if required external experts) according tothefollowingmodel: Do not assume your first idea is correct. This is an interactive process that requires much revision and discussion before you can define final requirements, needs, actions or steps appropriately.

  13. Managing the IB process

  14. Establishing Monitoring and Review Arrangements

  15. Checklist of the process: Have we completed...? IB Strategy : • Problem recognition and analysis • Stakeholders analysis • Context of the IB strategy • Analysis of the sector strategy • Gap analysis • IB Objectives • those responsible for implementing the strategy Action Plan: • Initial design of actions • Identification of budgets and financing sources • Prioritization and regrouping • definition of implementation arrangements

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