2.  Organizational gap analysis allows us to  Measure gap between actual performance and the potential performance  Optimum utilization of available resources by formulating good designs  Recognize and put in practice effective schemes for managing issues related to performance

3.  To match the goals of the business with the individual employee objectives  To help managers get a good idea about their employee’s professional targets, career growth needs and also SWOT analysis  To aid managers in motivating and getting people to work towards the main goal

4.  Condition the employee to ponder over self development  What are the skills needed to do your job?  Where do you see yourself in five years? The correct time to commence this activity is during the performance appraisal Keep the questions ready for the employees in advance Direct the discussion based on the answers provided to the set of questions

5.  Provide development opportunities  Training  Peer coaching  Modifications in the job design  Make the employee as the single point of contact for the department in meetings  Assign special projects  Depute the employee as an assistant to an executive or manager in projects

6.  Monitor progress  Track the performance of the employee  To keep a check on the progress, call for periodic meetings with the employee at least once in a quarter  Post queries; evaluate and review all quantitative and qualitative measures that may seem relevant to the process  Acknowledge and encourage the employee with feedbacks. Throw some light on what can be done in addition to the existing activities.

7.  Create confidence  Make yourself available for the employee  Motivate and support the employee to assert self confidence in his/her abilities  Pay importance to the things that went smoothly instead of focusing on the bad consequences  Be reasonable in expecting outcome from the person

10.  Makes use of human performance technology to determine problems and propose solutions  Performance gap analysis  Execution and evaluation mechanism

11.  The employee becomes proactive in taking control of career growth  Helps establish an administrative mechanism to determine and monitor development requirements and plans  Aid in planning the company’s training and development needs  Bridges the actual and desired performance levels

12.  The goals related to the performance should comply with WHYSMART  Written  Harmonious with organization and employee goals  Yours (ensure employee goals)  Specific  Measureable  Attainable  Realistically high and performance/result oriented  Time bound

13.  Bridge the gap between the present performance level and the organization target  Awareness about the what, how, where, and when to achieve goals  Inspires employees to work towards long term success  Results in common understanding

14.  Surmounts motivation lapses by assisting people commence, persist, and exercise mental effort solutions to mental effort issues  For under confidence- help in tactics and pay attention to success rather than mistakes  For over confidence- put forward that their strategy is not clicking and ask to come up with alternate solutions

15.  Bridge organizational process and procedural gaps  Implement value chain analysis(cost-benefit analysis)  Surpass the company culture to resist change  Align processes with organization type  Processes that are to be carried out by teams call for cooperation and respect  Online processes needs collaboration and trust from other teams  Horizontal processes need well laid out, formal procedures across organizations

16.  Facilitate qualitative measures for EEO and diversity plans by demonstrating to the employees that:  Have made good use of some development opportunity  Have been trained in classes/field to improve development  Have worked in high risk, high reward projects  Have been part of official mentoring programs  Involved in community organizations and events

17.  Clark, R.E. (n.d.) Managing performance: What works? Center for Cognitive Technology, University of Southern California. Retrieved February 1, 2012 from: http://www.nmispi.org/05_newsletter/PastPresentation s/Clark05.pdf http://www.nmispi.org/05_newsletter/PastPresentation s/Clark05.pdf  Mask, D. (2006). The 4-step employee development plan. Alliance Training and Consulting, Inc. Retrieved February 1, 2012 from: http://www.alliancetac.com/?PAGE_ID=151 http://www.alliancetac.com/?PAGE_ID=151

18.  All About Leadership. (2011). Setting performance goals – 7 tips to achieve better results. Retrieved February 1, 2012 from: http://www.all-about-leadership.com/setting- performance-goals.html http://www.all-about-leadership.com/setting- performance-goals.html  U.S. Office of Personnel Management. (2005). Individual Development Planning. Retrieved February 1, 2012 from: http://www.opm.gov/hcaaf_resource_center/a ssets/Lead_tool3.pdf http://www.opm.gov/hcaaf_resource_center/a ssets/Lead_tool3.pdf  Washington State Department of Personnel. (2011). Measuring diversity.. Retrieved February 1, 2012 from: http://www.dop.wa.gov/DIVERSITY/DIVERSITY MANAGEMENT/Pages/MeasuringDiversity.aspx http://www.dop.wa.gov/DIVERSITY/DIVERSITY MANAGEMENT/Pages/MeasuringDiversity.aspx