Performance gap
- Agents rostered once shrinkage is added
- 117.6
- Workload in the interval, hours
- 35.00
- Agents the raw workload needs
- 70.00
The numbers on this page come from the inputs you enter and the method stated: 3,600 seconds to an hour, 52 weeks to a year, twelve months to a year, and nothing else. No industry shrinkage figure, no occupancy benchmark and no assumption about your attrition; every one of those is yours to enter.
A performance gap is the distance between what a role is supposed to deliver and what it is delivering, stated in something you can actually measure. Most of the difficulty is in the first half of that sentence: an employer who has never written down what the role delivers cannot describe the gap except as a feeling, and a feeling is not something anyone can close. This page is about defining the gap precisely enough that the next conversation is about evidence rather than impressions.
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Write the expected level down first
Output, quality, pace or coverage, whichever the role is actually judged on, stated as a number or a description a second person would recognize. If two managers would describe the expectation differently, the gap you are about to discuss is between them, not with the person doing the job.
Measure the actual over a long enough window
One bad month is noise in most roles. Pick a window long enough to survive a holiday and a hard week, and use the same window for everybody in the role, so the comparison is between people doing the same job rather than between different time periods.
Split the gap into causes you can act on
Capability, clarity, capacity and circumstance close in completely different ways. Sorting the gap into those four before you plan anything is what stops a training course being prescribed for a workload problem.
Decide what closing it is worth
A small gap in a role with three people is a different decision from the same gap in a role with thirty, because the cost of closing it scales with the population and so does the cost of leaving it. The org plan is where that arithmetic already lives.
Will it do what you need for Performance gap?
Tell us how your team plans its staffing today and where the number gets argued; a person who has built one answers.
Performance gap: common questions
How is a performance gap different from a skills gap? A skills gap is about what somebody can do; a performance gap is about what is actually being delivered. They overlap, but a person with the skills and the wrong priorities has a performance gap and no skills gap at all.
Can a performance gap be the manager's? Often. Unclear priorities, a workload nobody sized and feedback that never arrived are manager-side causes, and the four-cause split is designed to surface them rather than hide them.
What should be recorded? The expected level, the measured actual, the window both were taken over and the cause you settled on. That is what makes the next review a comparison rather than a fresh argument.
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