Part 1Question 1
Dupoint is a consulting services company that offers training for additional skills that can benefit a business. The services are the development of a curriculum that incorporate or improve the skill of the staff. Assessment of the staff`s learning capabilities is assessed to verify that the skills have been earned and learned as expected. DuPoint has an approach that allows for feedback and adjustment process; this is known as the instructional design. They also have a customer based content education, which puts the customer in the middle of the service plate. Performance management is also there to measure the progress of the staff and getting the constructive feedback on the performance. They convert language in videos to cater for almost all the languages (Bergman and Klefsjo, 1994).Question 2
An open system is the most favorable type of system that vouches for the managers and supervisors to receive the training because they are few, hence, reduces the financial use. Other reasons are that the managers and the supervisors are in a better position to implement and teach the rest of the staff what they have learnt in the open system. Thus, affects the needs of the organization, implementation with the available resources, policies and the employees. Finally, how to measure the effort put into the process of educating the staff. The managers and the supervisors are in a better position to get the training as they are the controlling column of the entire organization and almost nothing involving the business does not pass their scrutinizing eye. It is to ensure that they show the staff and direct them in the right manner of doing the job as per the training, giving them the necessary motivation, attitude, knowledge and performance to do the job right (Jackson and Frigon, 1998).
Question3 I agree with Fred’s opinion on choosing the third vendor, which provides personalized training. It is necessary as the staff needed to have better service skills, which include the most important part that is the customer`s needs. Dealing with their problems and priorities, they need to make on offers at their disposal. The supervisors mostly need to keep an eye on their subordinates to check their progress and deal with the problems the staffs encounter. The whole process should put the customer in the first priority box and the other issues follow later (Evenson, 2011). The best approach is to put the customer in the spotlight.
The process should then be aligned in a manner that it deals with personalized service delivery to keep the customers; therefore, the best alignment approach is to have the staff trained on the needs of the customer and listening to them. The next step in the process is how to make the staff be motivated by this workshop and understand the teachings provided there, the alignments and the designs approaches to provide the best services. Nonetheless, the core issue here is the motivation of the staff to focus on the customer. Finally, the training should enable the staff to be able to get the idea of what the customer wants, provide resources to lure the customer, providing services that are personalized. Others include taking care of the needs of the customer and finally, understanding what makes the customer tick. If training was to continue, then the employees were to be trained first to know the goals of the organization in accordance with the budget, having the inventory in mind, looking for red flags that slow down business, analyzing employee efficiency and training following change and planning a review. If all these were to be taught, then the training would be successful (Wentland, 2007).
Bergman, B., & Klefsjo, B. (1994). Quality from customer needs to customer satisfaction.
Evenson, R. (2011). Customer service training 101. New York: American Management
Jackson, H. K., & Frigon, N. L. (1998). A practical guide to capacity planning and management.
New York: Wiley.
Wentland, D. M. (2007). Strategic training: Putting employees first. Amherst, Mass: HRD Press.