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EMPLYEE DEVELOPMENT PLAN FEEDBACK 10-18-20211) Determines the
- 1. EMPLYEE DEVELOPMENT PLAN FEEDBACK 10-18-2021 1) Determines the training needs of the employees. NOT YET MASTERED!!!!! You did a great job identifying the learning style and skills gaps for each employee. For most of the employees you identified career goals with the exception of Jerome, Sarah, and Carlos. Even if a specific career goal is not listed in the scenario, at a minimum, most employees want a reasonable level of job satisfaction and to remain employed. 2) Determines the different types of training and development opportunities that will meet employees’ specific needs, justifying determinations. NOT YET MASTERED!!!!! You did a good job identifying the type of training each employee needs but need to make these corrections: Jin - She would initially profit from some delicate ability’s preparation. This is too general of a statement. What specific training does Jin require? Carlos and Arick – missing!! In Unit Resources – Assessing Talent Development Needs: Human Resource Management (Chapter 8.5 - Designing a Training Program); Sage Knowledge Video - Foundations of Training; In Unit Resources – Training and Development Opportunities: Human Resource Management (Sections 8.3 and 8.4 - Types of Training and Training Delivery Methods. 3) Determines the most effective delivery methods for the previously identified training and development opportunities. NOT YET MASTERED!!!!! You did a good job identifying the delivery method for each employees but need to add this for Jin, Carlos and Arick based on the preferred learning style for each. Under Unit Resources: Introduction to Talent Development: Human Resource Management (Sections 8.3 and 8.4 - Types of
- 2. Training (excellent list!) and Training Delivery Methods); Training Methods: A Review and Analysis - Article in Human Resource Development - 13 training methods, pages 11 to 35. 4) Clearly conveys meaning with correct grammar, sentence structure, and spelling; shows understanding of audience and purpose. NOT YET MASTERED!!!!! This looks good so far and will be further evaluated with your next submission. 5) Lists sources where needed using citation methods with no major errors. NOT YET MASTERED!!!!! This looks good so far and will be further evaluated with your next submission.
- 3. Team Performance Customer Service Representative Job Goals • Provide high-quality customer service by demonstrating excellent communication skills and maintaining a positive and professional attitude. • Communicate accurate, valid, and complete information about the company’s products and basic technical components. • Proactively assist customers to resolve requests and complaints in a timely and efficient manner. • Manage multiple priorities by effectively multitasking and prioritizing tasks while remaining adaptable to changing demands. • Use computer technology to handle call volume, email requests, and live chat while appropriately documenting communication. Performance Evaluation Summaries
- 4. Name: Jerome J. Summary: This is Jerome’s first job out of college, and he has been with the company for just over one year. Jerome is introverted and has trouble speaking up in meetings. He often feels as though his ideas go unheard and that others dismiss his involvement. He wants to ensure he feels valued by the team, and that he has a safe space to contribute, but this has been difficult for him, as he is a remote employee. With customers, Jerome is very friendly, professional, and knowledgeable, but he struggles to fully direct the call and deescalate angry or upset customers. Name: Frank L. Summary: Frank has 25 years of professional experience in the field and has been with LTC for five years. Frank enjoys thinking at a high level and does a great job conceptualizing, but he does not enjoying getting in the weeds and producing at a granular level. While he does a great job generating bigger ideas, he has trouble putting his ideas into action. Frank is extremely confident in his abilities and very personable, and he is a go-to for questions from other employees. With customers, Frank is knowledgeable and professional, and loves conversation. He is not, however, the most efficient with his work as Frank loves to chat, and his calls can be quite long, making some customers frustrated about the length of time waiting or on the call. In addition, while Frank is knowledgeable, he can improve his work in assisting customers by becoming more proactive in responding to customer needs. Frank has expressed his interest in becoming a team lead and is looking for additional training and development opportunities to help prepare him for the role.
- 5. Name: Allyson C. Summary: This is Allyson’s first job out of college, and she has been with the company for two years. Allyson is a collaborative employee who enjoys working with her peers. She thrives on brainstorming with her peers in meetings and is able to generate creative solutions to problems. She enjoys thinking outside the box and experimenting with new ideas around processes and products. In past performance reviews, she has expressed her interest in becoming a team lead, and therefore has requested additional training in management and leadership.
- 6. Name: Jin L. Summary: Jin is nearing retirement and has spent the last three years with LTC. Jin is outgoing and thrives when interacting with people, though at times she can be confrontational. She is efficient and likes to take on projects, but she becomes easily bored and anxious when more discussion than action occurs. This same behavior is exhibited in conversations with customers, as when Jin is engaged, she excels and is a model employee. But when disengaged, Jin tunes out and stops contributing to the conversation, leaving the customer to believe Jin is uninterested, rude, and unwilling to help. Name: Jerry M. Summary: This is Jerry’s first job out of college, and he has been with LTC for five months. Jerry has high energy and is very curious, and therefore sometimes struggles with focusing his attention in conversations. While Jerry is professional in his written communication, he sometimes struggles with verbal communication. Jerry has been known to multitask while speaking with customers, which makes him appear distracted or uninterested. In addition, Jerry also struggles with patience, and he can appear aggressive or rude to customers. Name: Sarah T. Summary: Sarah has 15 years of professional experience but just started with LTC about three months ago. Sarah is very friendly and professional with both her coworkers and customers, and overall has strong communication skills, but Sarah still has much to learn
- 7. about LTC and its products. While she is always professional when speaking with customers, Sarah often becomes nervous and lacks confidence due to her lack of knowledge. Customers sometimes appear frustrated at the lack of support for their inquiries, and the lack of a resolution. Sarah is a fast learner and is eager to learn, as she is constantly asking for more documentation to read and refer to. She will be a great customer service representative, but currently simply lacks the practice and information. Name: Carlos R. Summary: Carlos has limited professional experience and has been with the company for less than one year. He thrives with set processes in place and has been quite anxious about the increased workload that is likely coming. Carlos is a remote employee and does not always feel the sense of community that those in the office seem to exhibit. In addition, Carlos lacks the knowledge base needed for the role and has asked for additional support in this area. Carlos’s limited experience can be seen in his professional demeanor, as customers have provided feedback that Carlos has been unprofessional in his communications. Name: Arick K. Summary: Arick has 10 years of professional experience and has been with LTC for almost two years. Arick completes his daily tasks in an acceptable manner and is happy with the status quo. He is not interested in taking on additional responsibilities or learning new tasks, and he does not have aspirations for promotion at the company. In the past, when approached about additional professional development opportunities or tasks, Arick has become
- 8. confrontational and has expressed that his current role is all he can handle. Time management has been an item appearing regularly on Arick’s performance evaluations, as he struggles to balance the phone calls, emails, and live chat. Although his previous manager has tried to assist him with time management and tried to create efficiencies in his work, Arick has stated that he is not interested. Team Performance Customer Service Representative Job Goals Performance Evaluation Summaries Accessibility ReportFilename: Team Performance [HRM-20143].pdfReport created by: Organization: [Enter personal and organization information through the Preferences > Identity dialog.] Summary The checker found no problems in this document.Needs manual check: 2Passed manually: 0Failed manually: 0Skipped: 0Passed: 30Failed: 0 Detailed ReportDocumentRule NameStatusDescriptionAccessibility permission flagPassedAccessibility permission flag must be setImage-only PDFPassedDocument is not image-only PDFTagged PDFPassedDocument is tagged PDFLogical Reading OrderNeeds manual checkDocument structure provides a logical reading orderPrimary languagePassedText language is specifiedTitlePassedDocument title is showing in title barBookmarksPassedBookmarks are present in large documentsColor contrastNeeds manual checkDocument has appropriate color contrastPage ContentRule NameStatusDescriptionTagged contentPassedAll page content is taggedTagged annotationsPassedAll annotations are taggedTab orderPassedTab order is consistent with structure orderCharacter encodingPassedReliable character encoding is providedTagged multimediaPassedAll multimedia objects are
- 9. taggedScreen flickerPassedPage will not cause screen flickerScriptsPassedNo inaccessible scriptsTimed responsesPassedPage does not require timed responsesNavigation linksPassedNavigation links are not repetitiveFormsRule NameStatusDescriptionTagged form fieldsPassedAll form fields are taggedField descriptionsPassedAll form fields have descriptionAlternate TextRule NameStatusDescriptionFigures alternate textPassedFigures require alternate textNested alternate textPassedAlternate text that will never be readAssociated with contentPassedAlternate text must be associated with some contentHides annotationPassedAlternate text should not hide annotationOther elements alternate textPassedOther elements that require alternate textTablesRule NameStatusDescriptionRowsPassedTR must be a child of Table, THead, TBody, or TFootTH and TDPassedTH and TD must be children of TRHeadersPassedTables should have headersRegularityPassedTables must contain the same number of columns in each row and rows in each columnSummaryPassedTables must have a summaryListsRule NameStatusDescriptionList itemsPassedLI must be a child of LLbl and LBodyPassedLbl and LBody must be children of LIHeadingsRule NameStatusDescriptionAppropriate nestingPassedAppropriate nestingBack to Top EMPLOYEE DEVELOPMENT PLANS INSTRUCTIONS AND RESOURCES Scenario You work at Large Technology Corporation (LTC), and you are a human relations business partner. Recently, LTC expanded its product offerings and is expecting an increase in workload for the various teams in the organization. With this, the CEO has asked that all managers provide targeted training to their teams to ensure they are prepared for the high capacity. Part of your
- 10. job is to assist managers in the organization with talent development, and you have been asked to take an active role in this initiative. You recently received a request from Jay Charnek, one of the division managers of a customer service team. Jay asked for your help creating a talent development plan for his team. After doing a bit of research, you found that Jay’s team has eight customer service representatives. These employees have a diverse demographic makeup, varying levels of professional experience, and differing working styles. After further research, you created a Team Performance PDF document that includes the specific customer service representative job goals, as well as a summary of the most recent performance evaluations of all employees on the team. Directions For this project, you will create a talent development plan for Jay Charnek, a division manager of a customer service team. Jay has asked for your assistance in determining the training needs of the team and appropriate training and development opportunities. He’s also asked for advice on how to effectively communicate the opportunities to the team to gain buy-in and encourage autonomy, and strategies for measuring the effectiveness of the plan. Specifically, you must address the following: · Needs Assessment: To begin, Jay asked for your assistance in determining the specific training and development needs of his employees. Jay wants to make sure that the talent development plan meets the needs of the employees and that they see the direct application of the various training and development opportunities to their everyday job duties. You recently created the Team Performance PDF document that includes both the customer service representative job goals and a summary of the most recent performance evaluations of all employees on the team. This document will be useful as you complete the needs
- 11. assessment for the team. As you complete the needs assessment, be sure to address the following: · Determine the training needs of the employees. For your response, you might consider the following: · What are the employees’ learning styles? · What are the employees’ career goals? · What are the employees’ skill gaps? · Develop learning objectives to address the identified employee needs and guide the talent development plan. · Training and Development: Now that you have completed the needs assessment, you can assist Jay with determining appropriate training and development opportunities for the team. Jay not only wants to know the types of opportunities that he might provide to his employees, but also how he should deliver the trainings. As you determine the appropriate opportunities, be sure to address the following: · Determine the different types of training and development opportunities that will meet the employees’ specific needs. Be sure to justify your determinations. For example, will you recommend a technical training, a professional training, or both? · Determine the most effective delivery methods for the previously identified training and development opportunities. Be sure to justify how the delivery methods will most effectively execute the opportunities for employees. · Determine whether internal or external training and development programs would be most effective for the team. Be sure to justify your determination. · Employee Engagement: Jay knows that it is important to effectively promote the training and development opportunities and gain buy-in from the employees, but he would like your advice on how to do so. He has asked that you coach him on the types of motivation theories and leadership styles he should use to drive employee engagement. As you outline the relevant theories and styles, be sure to address the following: · Describe a motivation theory that can be used to communicate
- 12. the talent development plan and encourage employees to take initiative and ownership of their development. · Describe a leadership style that can be used to promote employee autonomy and encourage employees to take initiative with their own talent development. · Measuring Effectiveness: For the last piece of the plan, Jay has asked for your assistance in measuring the effectiveness of the training and development opportunities. Jay wants to assess the effectiveness of the opportunities to justify their offerings to higher leadership as well as demonstrate his team’s preparedness for the growing organization and anticipated customer requests. · Explain how you will measure the effectiveness of the training and development opportunities to assist employees in meeting the learning objectives. For your response, you might consider the following: · What timeline will you follow to continually assess employee performance? · What criteria will you use to measure the effectiveness of the training and development opportunities? · How will you adapt the talent development plan if you do not see improvements in performance? · Explain how you will collect feedback from employees on the delivery of the training and development opportunities to make improvements for the future. What to Submit Every project has a deliverable or deliverables, which are the files that must be submitted before your project can be assessed. For this project, you must submit the following: Talent Development Plan Outline training and development opportunities for a specific team. In addition, describe how to encourage employee engagement and measure the effectiveness of the plan. Your talent development plan must be 750 to 1,250 words in length. Cite any and all references appropriately.
- 14. great-individual.html https://scholar.flatworldknowledge.com/books/27617/portolesed ias_1.0-ch08_s02/read (SECTION 8.3 & 8.4) https://web-p-ebscohost- com.ezproxy.snhu.edu/ehost/detail/detail?vid=0&sid=02d3f684- a338-492f-8e03- eb28ed8d33f4%40redis&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZz Y29wZT1zaXRl#AN=121468205&db=a9h https://eds-p-ebscohost- com.ezproxy.snhu.edu/eds/detail/detail?vid=0&sid=91d21678- 0e7c-4434-9d91- 94814fb0d015%40redis&bdata=JnNpdGU9ZWRzLWxpdmUmc2 NvcGU9c2l0ZQ%3d%3d#AN=95510829&db=bsu https://www.researchgate.net/publication/274980945_Training_ Methods_A_Review_and_Analysis https://scholar.flatworldknowledge.com/books/29741/fwk- 127512-ch14_s01/read (13.1 & 13.2) http://wwjmrd.com/archive/2017/10/496/the-importance-of- training-and-development-in-employee-performance-and- evaluation https://eds-p-ebscohost- com.ezproxy.snhu.edu/eds/detail/detail?vid=0&sid=750a0f1c- c3fa-4dbc-9464- 4bb129f67921%40redis&bdata=JnNpdGU9ZWRzLWxpdmUmc2 NvcGU9c2l0ZQ%3d%3d#AN=127271021&db=bsu https://scholar.flatworldknowledge.com/books/30862/collins - ch07_s03/read https://eds-p-ebscohost- com.ezproxy.snhu.edu/eds/detail/detail?vid=0&sid=58c4c4d4- 27a3-4248-9932- a15826dc5b5b%40redis&bdata=JnNpdGU9ZWRzLWxpdmUmc2 NvcGU9c2l0ZQ%3d%3d#AN=93719383&db=edb https://www-mdpi-com.ezproxy.snhu.edu/2071-1050/9/5/834 https://www-sciencedirect- com.ezproxy.snhu.edu/science/article/pii/S0149718916300143?