Assessment 3 Case Study – Red Telecom
Suggested Format
The following is the suggested format for your proposal:
Cover Page
- clearly reflects the title of the workgroup, the Learning Plan, and the proposal idea
- who the Learning Plan has been written for, the organisation’s name and your name.
Executive Summary
- half page and on a separate page
Body of Proposal
- See the Suggested Key Headings (below)
Appendix
- Learning Plan
- other detail if required.
Suggested Key Headings
Proposal Objective
- background information
- key objective(s) (consider also related organisational objectives)
- needs analysis conducted (observation; case study; other).
Workgroup Profile
- description of the group’s composition, work roles, demographics
- description of human capital and experience level
- description and analysis of key core capabilities and relationship to organisational goals.
Problem Statement/Competency Gap
- description and analysis of the performance issues/knowledge gap/impact on client and/ororganisation.
Needed Competencies/Skills
- description and analysis of needed knowledge, skills and competencies
- analysis and appropriateness of current L&D policy/approach.
Overview of Proposed Learning and Development Strategy
- description of benefits.
Proposal Details: Key Learning and Development Interventions
- description of Individual intervention: (e.g. training course, team building, mentoring). Refer to theory and research to support discussion and analysis – each intervention should be considered separately
- benefits and outcomes: describe and analyse proposed benefits and anticipated outcomes for the learner group and the organisation design considerations: consider design considerations for each intervention (e.g. learner profile considerations, group dynamics,
- design considerations: consider design considerations for each intervention (e.g. learner profile considerations, group dynamics, work load, costs, reinforcement once completed, potential customisation)
- implementation factors: provide timeframe for achievement, required resources, location details, potential costs
- validation of learning: consider how the learning will be measured, e.g. observation, production of a specific item of work, course completion.
- obstacles and challenges (e.g. motivation of participants, design considerations, cost, etc.).
Learning and Development Proposal Evaluation
- how the success of this L&D proposal will be evaluated (consider knowledge transfer and workplace reinforcement; refer to theory). Conclusions/Action Plan initial action plan (in brief). Appendix Learning Plan and other detail if required.
Conclusions/Action Plan
- initial action plan (in brief).
Case Study for Assessment 3: Team Leaders at Red Telecom Australia
1. Organisational Change Context
Red Telecom (‘Red’), a relatively prominent Australian Telecommunications carrier, services both business and residential sectors with a comprehensive range of high-speed broadband, data, internet, fibre optic internet, web hosting and home phone products. One year ago, Red underwent a global restructure in its technical and customer service divisions. This was in line with the increased global expansion of the company – moving most of these divisions out of Australia. The customer service division experienced changes in customer call operations. Previously, the overseas, outsourced call centres had only handled surplus enquiries and after-hours service for Australian customers. Today, after undergoing cultural training and technical training, operators within overseas call centres in various locations service all calls from Australian customers.
The Technical Division, along with its different levels of technical support, were also relocated overseas. They now liaise with sub-contracted, onsite technicians in Australia to service business and home customers on-site; in relation to faulty ADSL and phone connections. The Customer Resolution Department remained in Australia. Red Telecom experienced a sharp rise in complaints from Australian customers in regards to the relocated overseas frontline customer service and technical support. Customers were reporting frustration at language and cultural difficulties when discussing their accounts with overseas operators, and they were also upset at changes to pricing policies and processes such as bill payment. The latter had become stricter in terms of timelines and frequently resulted in customer disconnection…Continue Reading….