Gap Analysis

A gap analysis is a process that involves making comparisons between actual or current performances and the preferred (or goal) performance. The analysis can be used for identifying gaps or the difference between the current state and desired or goal state in (but not limited to) markets, business or units of the business, performance, and nearly any element that contributes to an end result relating to an objective. It can guide in the way data is collected and interrupted to determine areas of needed improvement, beneficial opportunities, or possible threats to elevate or minimize.

A gap analysis helps to determine the missing resources and behaviors that impact the identified discrepancy in individuals, processes, and groups (an entire organization). Conducting such an analysis can provide insight for resolving, preventing, and better enduring challenges or potential (beneficial) opportunities.

Conducting a gap analysis is commonly done in three to four phases to including planning, discovery,
interpreting findings, and initiating solutions. Depending on the purpose, one may begin the planning phase of a gap analysis by defining the current state of the item being evaluated and identify the desired state. These elements are the basis, providing two end states that embrace the gap to be bridged or filled.

After identifying goals and the discrepancy for its non-existence, the needs to accomplish the goals are determined in the second phase. Next, the analysis works to discover the “difference” in the needs met currently and the needs yet to be met. Lastly, a plan for implementing a valid solution is created and depending on the intentions or the role of those conducting the analysis, it is also implemented and evaluated for success. The end phase may vary in complexity and purpose, but it ultimately aims to propose solutions that are most likely to be relevant to the identified gap and to successfully close it.

Simply put, gap analysis work to review the current state of a specific item, identify the desired state of that specific item, and make suggestions or plans for methods to effectively change the current state to the desired state. The completion of each phase, lends to the following phase, making it more likely to successfully supply a solution deemed sufficient and proven to align well with objectives.

Due to the nature of the data collected and used in the analysis, it is often not a solution that can be “reused” without repeating the process and using the framework of the analysis as opposed to relying on the data collected as a result of conducting the analysis. For that reason, it is important to note that the current state of the items evaluated are indeed current, with the related details being the most up to date available.

 

References:

Jennings, M. (2000). Gap analysis: concepts, methods, and recent results. Landscape Ecology 15(1), 1

Rothwell, W. J., & Kazanas, H. C. (2003). Planning and Managing Human Resources: Strategic Planning
for Human Resources Management. Human Resource Development Press.