Developing High-Performance: L&D Proposal for Red Telecom Team Leaders

This assignment is a presentation transcript outlining a Learning and Development (L&D) proposal for team leaders in the customer resolution department at Red Telecom. The proposal addresses the challenge of effectively managing diverse team members who are experiencing frustration and stress due to a lack of guidance. It emphasizes the importance of improving team leaders' skills and knowledge to handle issues such as customer abuse, discrimination, and unhealthy workplace environments. The L&D strategy incorporates both formal and informal learning methods, prioritizing informal, on-the-job training using the 70:20:10 model. The proposal suggests classroom-based learning, mentoring, and coaching to enhance practical problem-solving skills. The ultimate goal is to improve team leader performance, foster stronger relationships with employees and customers, and contribute to the overall success of Red Telecom. The senior management team is urged to review and approve the proposal for implementation.

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Developing People and High Performance Organisations
Video Transcript

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Hello. Learning and developing is a key part in the success of an organisation since it
enables the employees to improve their knowledge and skills which assist them in doing
their job more effectively. As the HRD professional of Red Telecom, I understand the
importance of successful diversity management at the workplace since it fosters strong
relationships and innovation at the workplace (Vaccaro, Jansen, Van Den Bosch & Volberda,
2012). I will summarise the key features of the Workplace Learning and Development
Proposal which was submitted by me in which I proposed to create an action plan of
learning and development of the team leaders of customer resolution department in the
organisation. The key ‘gap’ or challenge which this proposal will address is effective
management of diverse team members who are frustrated and stressed due to lack of
guidance and assistance from the team leaders. As senior management team, you
understand that this issue is the key reason for the low performance of the employees at
the workplace which is adversely affecting the relationship of the company with its
customers. The target group for this proposal is the team leaders of customer resolution
department who are unable to provide appropriate assistance and guidance to employees
that are adversely affecting their performance in the company.
There are various key points which are necessary to be evaluated before
implementing this plan. Firstly, it is important to provide the description and analysis of
needed knowledge, skills, and competencies in team leaders. In many occasions, the team
leaders and employees have raised complaints that they did not know what to do when
clients abuse them. Moreover, increasing electronic surveillance has also contributed to
adversely affecting the performance of team leaders. There is imbalance between male and
female team leaders, and many of them suffer stress due to unhealthy workstations. The
team leaders are also not competent to deal with people who have disabilities. Due to the
fear of discrimination, many of them did not disclose these issues. The proposal also argues
for evaluating the appropriateness of current leadership and development policy in the
company which is not suitable to enhance the performance of team leaders to achieve a
level of satisfaction (Wong & Laschinger, 2013). Lastly, the key point is overview of the
proposed learning and development strategy from the senior management team since it will
build confidence and assist in improving the implementation of the learning and
development program of team leaders in customer resolution department.

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HRD theory focuses on a wide variety of perspectives which are focused on the
development and growth of human capital in an organisation. The traditional perspective of
treating employees like machines has changed, and the new HRD approach focuses on
developing the skills and knowledge of employees in order to ensure that they are able to
contribute to the growth of the company (Cappelli & Keller, 2014). The current HRD theory
implemented by Red Telecom is not suitable enough to ensure that the team leaders in
customer resolution department are able to resolve the issues of customers and employees.
It is important the company implements an L&D strategy which is focused on addressing this
issue to ensure that the team leaders are able to provide appropriate assistance to
employees. In this strategy, both formal and informal workplace learning should be adopted
by the company; however, informal learning should be prioritised. Firstly, the formal
learning methods including classroom-based learning which should be given by trained and
experienced teachers who have appropriate experience in team leading field. They should
teach key skills and knowledge to team leaders so that they are able to handle issues such
as abuse from customers, discrimination, unhealthy workplace environment, and others. On
the other hand, informal workplace learning is provided outside the classroom, and it should
be given on the job to team leaders. The team leaders should be given training while they
are doing their job to tackle the issues faced by them on the spot. This style also involved
practical knowledge of problem-solving rather than theoretical knowledge which will benefit
the team leaders while managing their teams.
While providing workplace learning facility, the company should adopt ‘70:20:10’
model of learning and development. This model is effective for companies while providing
workplace learning facility. In this model, 70 percent of the leaning and development
practices should be based on providing on the job training facility to the team leaders
(Blackman et al., 2016). They should learn practically from their experience while working
on the job which will enable them to quickly develop new skills. The on the job training will
also enable them to ensure that they work under supervision of experienced members who
will teach them how to handle the issues on the spot. 20 percent of the time should be
focused on mentoring and coaching of team leaders. During this period, sessions should be
conducted with experienced managers who should provide coaching to team leaders in
order to help them tackle the issued faced by them. During these sessions, they should be

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involved in role-playing exercises and other teaching methods to evaluate different issues
which are faced by team leaders while discharging their duties.
The rest 10 percent of the time frame should be used by the company to provide
classroom coaching to team members. Since their work is related to practical knowledge,
only 10 percent of the time devoted to theoretical knowledge will be enough for them to
understand the key concepts to enhance their knowledge (Clardy, 2018). Enough practical
interactions at the workplace with employees and customers should be the key point of this
learning and development program for team leaders of customer resolution department. In
conclusion, this learning and development program will benefit the company by improving
the knowledge and skills of team leaders which will enable them to deal with employees
and customers effectively. To approve this proposal, the senior management team should
conduct a meeting in which the key points of this proposal should be discussed, and an
implementation plan should be approved in this meeting. This proposal will benefit the
company in the long run by building strong relationships with its employees and customers.
Thank you.

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References
Blackman, D. A., Johnson, S. J., Buick, F., Faifua, D. E., O'Donnell, M., & Forsythe, M. (2016).
The 70: 20: 10 model for learning and development: an effective model for capability
development?. Academy of Management Proceedings, 2016 (1), 10745.
Cappelli, P., & Keller, J. R. (2014). Talent management: Conceptual approaches and practical
challenges. Annu. Rev. Organ. Psychol. Organ. Behav., 1(1), 305-331.
Clardy, A. (2018). 70-20-10 and the Dominance of Informal Learning: A Fact in Search of
Evidence. Human Resource Development Review, 17(2), 153-178.
Vaccaro, I. G., Jansen, J. J., Van Den Bosch, F. A., & Volberda, H. W. (2012). Management
innovation and leadership: The moderating role of organizational size. Journal of
Management Studies, 49(1), 28-51.
Wong, C. A., & Laschinger, H. K. (2013). Authentic leadership, performance, and job
satisfaction: the mediating role of empowerment. Journal of advanced
nursing, 69(4), 947-959.