Rapidillo Tires is a multinational company with headquarters in Madrid. His sector of activity is fast mechanics.

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Rapidillo Tires is a multinational company with headquarters in Madrid. His sector of activity is fast mechanics. It currently has a staff of 850 workers, of whom around 100 are in the central offices and the rest are distributed throughout the Spanish geography, in most provinces. Normally the work centers, also called the Operations area, have with about six employees, but there are centers that not only serve passenger cars but also to trucks, and these tend to have a larger workforce.
The company currently has 120 points of sale distributed throughout almost all the provinces of the country. In work centers (also called points of sale), the workforce is usually
formed by:
1. A manager, whose main mission is the management and organization of personnel
in charge of him, organize shifts, distribute the work, as well as resolve those
complaints or claims, by customers, who require it.
2. One or two people who answer the phone, give customers appointments,
They are in charge of collections, stock management and contact with the Central in case of
there be any incidence,

3. Three or four tire fitters, who are in charge of the tasks of
assembly and disassembly, parallel, balanced, oil changes, gear changes
filters, keeping the work area clean, etc...

Due to the profound changes that have arisen in the economy, among them the processes of globalization, Rapidillo Tires (advised by the European Headquarters) needs make a series of changes to your business model.
These changes will condition its strategic policy in the short, medium term (between 1 and 2 years), as they need to grow to become one of the few strong companies of the sector and take advantage of the purchase of other centers that due to the crisis cannot maintain and are forced to close. Likewise, they decide to implement different measures that favor the increase of
sales; special relevance takes to achieve this objective, on the one hand, the head office sales and marketing department (we are talking about 35 people) and, on the other, the workers at the points of sale. They are the ones who have
daily contact with the customer and in their hands is the quality of service provided to the same.
The company wants to promote this "customer orientation" because of its studies of market, it can be deduced that the professionals of the points of sale are "the face of the "organization" and in its dealings with customers is the true "moment of
truth" of the organization. Indeed, it depends to a great extent on their service that the clients decide to return, let themselves be advised and be prescribers for other future customers. It is already known that the law of dealing with clients is inexorable and says that when a client receives a service that exceeds what he expected a priori, on average he he is going to tell three more acquaintances, while if the experience of the service received is lower than expected, he is going to tell thirteen more people.

The CEO understands that to achieve both strategic changes, HR must change their way of working and considers it especially important that they adapt their Planning, Selection, Training and Development policies to the new scenario that
foresees. However, the department's spending budget is a bit tight and this year he only has 90,000 euros to spend on Training, which he will have to distribute wisely. These strategic changes will mean that at Central (Madrid), HR, in its desire to
align with the policies set by management, decide to change your priorities.

For this, it is requested:
1. Justified decision of the tool to use to detect needs
formative.
2. Define the contents (thematic areas) that the annual training plan will have.
Justify the answer.
3. The type of collective (department and collective). Justify the answer.
4. Make a brief budget of the cost
5. Decide the level of evaluation of the training for 1 Training Action.