Red Telecom in the Australian Customer Resolution Department

The assignment aims to develop knowledge, skills, and capabilities of employees at the Australian Customer Resolution Department. To achieve this, Red Telecom should utilize learning styles such as visual, kinesthetic, and auditory, which are important in guiding HRD managers on how learning can be facilitated for employees. The 70:20:10 model of L&D is recommended, which combines learning approaches to develop skills, knowledge, and capabilities lacking at the company.

L&D PROPOSAL FOR RED TELECOM 1
L&D proposal for Red Telecom
Author’s Name
Course
Tutor
Institutional Affiliation
City and State
Date

L&D PROPOSAL FOR RED TELECOM 2
Learning and Development proposal for Red Telecom
Table of Contents:
Abstract…………………………………………………………………………………………………………………………………………………..1
Learning and Development Needs and Priorities Identification……………………………..…....1
Knowledge……………………………………………………………...........................................6
Skills…………………………………………………………………………………………...….6
Capabilities……………………………………………………………………………………......6
Development required based on priority……………………………………..................................6
Learning Styles…………………………………………………………………………………....7
Learning Interventions…………………………………………………………………………….8
70:20: 10 Model…………………………………………………………………………………...9
References…………………………………………………………………………...…………...13
Appendix…………………………………………………………………………………………15

L&D PROPOSAL FOR RED TELECOM 3
Abstract
This is a learning and development proposal for Red Telecom that seeks to raise learning
interventions to hone skills for the Customer Resolution team at the company. The Customer
Resolution Department of the company lacks requisite skills to run the activities of this company
since it expanded to the global market. As an organization expands to the international market,
there challenges occur, especially if the employees do not understand how business
communication is carried out by multinational corporations. Ideally, the paper would also
address the skill gaps, and find some learning interventions that would help Red Telecom
improve the skills of its employees at the Customer Resolution Department. Further to develop
the learning and development for the company, some learning theory would also be captured to
see how they can be used to empower the employees of this company.
L&D Needs and Priorities Identification
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 description1. 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.
1
1 Policy, L., The Act And Standards.
2. Nieves, Julia, and Sabine Haller. "Building dynamic capabilities through knowledge
resources." Tourism Management 40 (2014): 224-232.

L&D PROPOSAL FOR RED TELECOM 4
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.
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
Step 2  Reflecting on existing capabilities,
knowledge and skills3.
 Take time and consider a number of
skills, capabilities, and knowledge
honed in the department
Step 3 Identify the skill gaps
 Here, HRD manager should as the
3.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.

L&D PROPOSAL FOR RED TELECOM 5
capabilities, skills and knowledge
needed to be developed
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.
Step 5  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.
2
Knowledge
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
24. 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.
5 Schmeck, Ronald R., ed. Learning strategies and learning styles. Springer Science & Business
Media, 2013

L&D PROPOSAL FOR RED TELECOM 6
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
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
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.
Development required based on priority
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

L&D PROPOSAL FOR RED TELECOM 7
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:
 Taking notes and making some ‘brain-storm’ diagrams
 Create a model, document, or diagram
 Video viewing
 write or read instructions, maps and/or graphs timelines.
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 work6. 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.
6. 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.

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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.
Learning Interventions
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.
7. 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

L&D PROPOSAL FOR RED TELECOM 9
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:
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.

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 Employees should conduct Self-
assessment and also reflection.
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.
Courses and Training  Team training.

L&D PROPOSAL FOR RED TELECOM 11
 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.
8Sputore, Alissa, Philomena Humphries, and Nola Steiner. "Strength through partnering:
new professional development opportunities in academic libraries." (2017).
9 Scott-Jackson, William, Scott Owens, Marta Saldana, Lorraine Charles, Michael Green, Patrick
Woodman, and Lysbeth Plas. "LEARNING TO LEAD." (2015).
10 Bakker, 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

L&D PROPOSAL FOR RED TELECOM 12
model of L&D to build listening, communication, team building, and customer-centered
workforce that would propel Red Telecom to prosperity.
Reference List
Policy, L., The Act And Standards.

L&D PROPOSAL FOR RED TELECOM 13
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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Appendix

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