In the identification of the L&D needs and priorities, ACTPS Performance Framework must be applied, because it guides on what should be done to meet these needs and priorities. ACTPS Performance Framework as a mechanism ensures that every employee knows what they are expected to do as per their job description. Further, the framework seeks that the feedback is given on the work performance to establish if every employee is meeting the requirements of their employers.
Using this framework, the HRD manager can take into account the following steps to define critical areas that should be addressed to improve the effectiveness or performance at the Customer Resolution Department 2.
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Step 1 |
Considering the skills, capabilities, and knowledge needed to perform a task excellently. Refer to: · Employees’ roles and obligations are and what is required of them. · Competency as well as Capability frameworks for the employees in the Customer Resolution Department |
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Step 2 |
· Reflecting on existing capabilities, knowledge and skills3. · Take time and consider a number of skills, capabilities, and knowledge honed in the department |
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Step 3 |
Identify the skill gaps · Here, HRD manager should as the capabilities, skills and knowledge needed to be developed |
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Step 4 |
· Consider L&D needs related to the worker’s career goals. · Take into account the development needs for the current job to be given first priority. |
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Step 5 |
Ø Prioritizing the L&D needs, considering what is most critical and being realistic about what can be achieved within a set period. |
After considering the above steps, the HRD is required to identify the knowledge, skills and capabilities required to succeed the learning of the Customer Resolution Department so that they can improve their performance to the expectation of the company4.
Knowledge is about what people need to understand in order to run some processes. In the learning and development, the company will have to take its team through the organizations processes5. The employers must know how the call centers work and how they are supposed to respond perhaps to calls and deal with some clients. The knowledge should also focus on work ethic and how to deal with challenges situations to avoid cases where employees as in the case are frustrated and completely demotivated.
Skills are about what the employees are able to do. As indicated in the case study, the employees at this department are demotivated, there is need to motivate them and get their spirit high5. Anyway, problem solving, communication, team building and leadership skills need to be honed among the team leaders and employees so that they can deal with challenges that come their way.
Capabilities are about applying the knowledge, and skills the employees have. During learning and development, employees should be presented with several case studies for analysis to ascertain if they have the ability to apply the skills and knowledge they have in different situations5.
Learning styles
Learning styles are important in guiding the HRD manager on how learning can be facilitated for the employees at the Australian Customer Resolution Department.
Visual learning style- the visual people use image to facilitate their learning. This learning style would help the HRD educator to help the employees visualize the changes in the global market6. Through the use of images the employees should be graphically be shown how, companies are going international and how such a move is impacting. Visualizing Red Telecom go international, would help the employees prepare themselves to face global challenges and see the current problem as minor. Hence, the learning activities shall be as follows:
2.Kinaesthetic learning style- this learning style is appropriate in the sense that it would employees feel about their experiences at the department. Employees who have to undergo through this learning are people who have the experience of poor communication, frustration, demoralization at their work. Thus, during learning it would be suitable to remind the employees to reflect on the challenges like working without the old colleagues, being frustrated and feel demoralized. This kind of feelings prepares employees to deal with future challenges at their work.
Auditory learning style- Red Telecom dealing with communication and the people employees being trained here, are individuals who are supposed to be auditory at all times.
Gormley, Elizabeth. “The Prevalence of Visual, Auditory, and Kinesthetic Senses Students with Low-Incidence Disabilities Utilize When Receiving Instruction.” (2016).
Thus, teaching employees how to listen, and talk with customers and other employees would be central during learning. Hence, listening skills or communication skills of the employees must be developed by applying this learning style.
Basically, the learning in this case should prioritize teaching of communication, listening, leadership and customer care skills to help employees visualize that despite the changes at the organization they need to pull up their socks and steer Red Telecom to profitability.
According to their research Robert Elchinger and Michael Lombardo recommended the 70:20:10 model of L&D, because it combines learning approaches as discussed above.
In this model, 70 percent is about learning from the job or experience7. The employees would have to explain the lessons they have learned and be able to suggest what they would do next time to avoid such a situation.
Nazarudin, Mariam. “How 70: 20: 10 enhances workplace learning: The practitioner perspective.” (2015).
20 percent is about learning from other colleagues and indeed the employees at Australia customer Resolution should be able to learn from other colleagues or team leaders who guide them on the right way to follow8. Finally, 10 percent can be utilized for formal learning or structured courses or program learning. This percentage is important, because it would help the HRD manager to apply the above learning styles to develop the skills, knowledge and capabilities lacking at the company 10.
However, this model can be summarized as follows on the table:
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On-the-job learning |
· Employees at the department should Working on a new project perhaps with colleagues or individually. · Completing various tasks and being given feedback on completed tasks 9. · Following procedures manually or online tutorial. · Accepting and working with a new process and system since the company has gone global · Completing tasks which even though they challenge or frustrate · Accept stretch assignment to learn how to deal with new challenges · Participate in a corporate activity or committee. · Employees should conduct Self-assessment and also reflection. |
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Learning from colleagues or from experiences gained at work. |
· Employees should talking with, or receive a brief from team leaders · Employees should be encouraged to share knowledge with their colleagues · Observing colleagues under the direction of team leaders · Participate in online forums on global market challenges. · Peer supervision, where employees should seek an opinion from other employees or team leaders how they performed in some situations. · Discuss and seek feedback from team leaders · Accept monitoring · Mentor, coaching and encourage other staff members. |
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Courses and Training |
· Team training. · Communication skills building · Teaching of challenges in the global market · Adaptation to business challenges · Read articles, books or even journals · Complete some online learning modules some computer programs · Consider furthering studies on call center interviews · Develop case study analysis to gain skills on how to handle the same situation as in the case study. |
Sputore, Alissa, Philomena Humphries, and Nola Steiner. “Strength through partnering: new professional development opportunities in academic libraries.” (2017).
Scott-Jackson, William, Scott Owens, Marta Saldana, Lorraine Charles, Michael Green, Patrick Woodman, and Lysbeth Plas. “LEARNING TO LEAD.” (2015).
1Bakker, Arnold B., and Evangelia Demerouti. “Job demands–resources theory.” Wellbeing (2014).
In conclusion, the focus on Red Telecom is on how to build skills, knowledge and capabilities of its employees at the Australian Customer Resolution Department. To achieve this, the company needs to use the above learning styles and integrate them into the the 70:20:10 model of L&D to build listening, communication, team building, and customer-centered workforce that would propel Red Telecom to prosperity.
References
Policy, L., The Act And Standards.
Paillé, Pascal, Yang Chen, Olivier Boiral, and Jiafei Jin. “The impact of human resource management on environmental performance: An employee-level study.” Journal of Business Ethics 121, no. 3 (2014): 451-466.
Schmeck, Ronald R., ed. Learning strategies and learning styles. Springer Science & Business Media, 2013.
Gormley, Elizabeth. “The Prevalence of Visual, Auditory, and Kinesthetic Senses Students with Low-Incidence Disabilities Utilize When Receiving Instruction.” (2016).
Nieves, Julia, and Sabine Haller. “Building dynamic capabilities through knowledge resources.” Tourism Management 40 (2014): 224-232.
Fruhen, L. S., K. J. Mearns, R. Flin, and B. Kirwan. “Skills, knowledge and senior managers’ demonstrations of safety commitment.” Safety Science 69 (2014): 29-36.
Sputore, Alissa, Philomena Humphries, and Nola Steiner. “Strength through partnering: new professional development opportunities in academic libraries.” (2017).
Scott-Jackson, William, Scott Owens, Marta Saldana, Lorraine Charles, Michael Green, Patrick Woodman, and Lysbeth Plas. “LEARNING TO LEAD.” (2015).
Nazarudin, Mariam. “How 70: 20: 10 enhances workplace learning: The practitioner perspective.” (2015).
Bakker, Arnold B., and Evangelia Demerouti. “Job demands–resources theory.” Wellbeing (2014).
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