New Kids On The Block Case Study

1.2 Analyse objectives of own area of responsibility in relation to those of own organisation.

Contrary to the situation at E-Z RP, there is no linkage of customer service representatives to development teams. For instance, CRSs are often the last to gain access about new information or new products. In terms of the organization of customer service, E-Z RP uses a specialized call center where customer service representatives deal with a single product. At Datatronics, the call center is centralized and CRSs deal with all products. E-Z RP uses the second tier support while Datatronics uses a minimal second-tier support. In terms of the training of CSRs, Datatronics only provides minimal on-the-job training while E-Z RP provides extensive training. Datatronics hires employees with basic customer service ability while E-Z RP recruits employees based on customer service skills, business knowledge, and communication ability. The performance metric at E-Z RP is the level of customer satisfaction, while the metric at Datatronics is the time on call or between calls. Although Matt does not intend to reproduce E-Z RP’s customer service system at Datatronics, these are the key issues that he ought to consider in making recommendations for changes at Datatronics.

The purpose of this training is to identify three key training areas and explain the importance of each, taking into a consideration the benefits, along with how the training will meet professional, personal and motivational employee needs.

The assignment for this week focuses on the team’s understanding of the goals and objectives of training program development and delivery. Team C summarizes the following highlights of this week’s discussions: determining organizational development theories and applications; differentiating between mentoring and executive coaching; identifying the major components of employee training; and comparing career development strategies.

Creating a strong and robust training program for the employees is essential to the success of the company. Training must be available for all employees through various delivery methods in order to meet the different learning styles and employee availability. In-person training will be provided with a certified facilitator along with a human resource representative. Materials will be provided in the form of training booklet available in print and electronic format. On-demand videos will be made available through the company portal. All training materials must be a part of new-employee orientation. Print media and on-demand videos must be maintained and updated in order to provide a refresher course to current employees.

Because there must be different levels of training for new and existing employees at DCI tailoring training sessions to capture every employee at DCI is essential (“Developing effective instruction…,” 2008). The proposed training topics include; (a) sales training, (b) customer support training, (c) service inquiry training, and (d) billing question training. Presentation and delivery of each topic in differing training platforms to warrant employee development and understanding is vital to success in implementation.

The Dollar General cooperation ensures that a well-established training plan in all departments is developed and implemented in line with the strategic plan. Training will assess the needs of the implementation plan and the organization as a whole. Evaluation of the training method will be used for effectiveness and suggestions for improved practices that is beneficial to the organization. It will be placed a high on the list of priorities for resource allocation. At the operational level, the managers may be requested to provide new concepts on the quality of training and educating for the new implementation plan.

Training and development are categorized into several classes. The sponsors of training and development are senior managers. The clients of training and development are business planners. Line managers are responsible for coaching, resources, and performance. The participants are those who actually undergo the processes. The facilitators are Human Resource Management staff. And the providers are specialists in the field. Each of these groups has its own agenda and motivations, which sometimes conflict with the agendas and motivations of the others. The conflicts that are the best part of career consequences are those that take place between employees and their bosses. Tempting as it is, nobody ever enhanced their career by making the boss look stupid. Training an employee to get along well with authority and with people who entertain diverse points of view is one of the best guarantees of long-term success. Talent, knowledge, and skill alone won 't compensate for a sour relationship with a superior, peer, or customer. Typical roles in the field

After interview and assessment with John, a carefully designed coaching plan or engagement has been developed to improve his skills. The coaching plan designed will include several steps as described in the “Action Plan”. Coaching plan and objectives must be establish for the development and proficiency for the (GRA) day to day task. Below is the coaching plan and objective for the “GRA”.

organizational goals. In order for the leadership to obtain the desired results, there must be a

Employees within the organization are responsible for holding one another accountable for their actions. This training plan would be successful because every unique challenge has been addressed. Teamwork would allow employees to apply measures of the training to the organization, by considering all aspects, not just the delivery. This training plan provides strategies and implementations relative to an organizations developmental process. Applying the training plan strategies should have been WorldCom 's number one priority. Likewise, organizations must apply the strategies to ensure that the training plans will be sufficient enough for others to apply to their teams (Emprend, Inc, 2010). The application should be reflective of positive teamwork, thorough training plan knowledge, correct grammar use, and organizational skills. WorldCom could have succeeded with the use of this training plan because it would have better equip employees to run their business.

The training is expected to reduce the performance gaps at Lowe's Company Inc. by improving management and employees experience, knowledge and skills. The training is to identify and help employees with their roles and responsibilities to fulfill customer needs. Training will equip leaders with conflict management skills and motivation skills to help increase sales and focus on organizational goals. As a general outcome of the training, the training will enhance customer service skills, knowledge around products and services. Lastly, build leadership skills that will better serve employees by boosting their engagement level.

The key problem that is described for this case “Improvements at ServeNow" involves the management practices of Mr. Bushley, who has been too busy to standardize a training program for his management team, and has no potential successors for the 4 mangers he is losing to entrepreneurship and retirement. Faced with this challenge, he has hired a consultant to assist with this transitional period and plan for better training and effective communication in the future. Mr. Bushley says that he does not have time or experience to help alleviate the situation. The use of technology for training and communication

The company’s managers need to take part in an extensive training process. The training should include how to establish and communicate clear, realistic

A training program that is well-designed is proven to achieve maximum results and meet the training needs identified during a training needs analysis. A well-executed training program will increase overall productivity and provide the knowledge, skills, and attitudes the employees need to perform successfully. This paper presents considerations for the design of a two-phase training program for existing employees – a two (2) day program, which covers the training needs to move the company in the right direction.