2. • 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 Summari es
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.
3. 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.
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.
4. 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
5. 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
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
6. 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
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
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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
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.
9. 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
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
10. 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
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
11. 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.
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