CASE STUDY: TRAINING AND DEVELOPMENT AT TIELDEN BEAUTY Tielden Beauty is a leading manufacturer of hair care, skincare, and body care products in Namibia. The organisation was established by the Mwale family as a small trading operation near Bukalo in the 1980s. Currently, Tielden Beauty has a staff complement of one thousand (1000) employees and consists of four manufacturing plants across Namibia. From the outset, the organisation focused on the unique needs and opportunities inherent to Africas emerging markets. Tielden First prides itself on continuous improvement through ongoing investment to refine and develop its offering to clients. The organisation is built on the premise that sustainable growth is best achieved by harnessing the collective genius of all employees, thereby unleashing their full creative potential. Training and development of employees are prioritised at Tielden Beauty to maximise employees skills and ensure that they are performing to the best of their ability. As a result, Tielden Beauty is consistently rated as one of the top twenty (20) empowerment companies in the country. Although Tielden Beauty is a fastgrowing organisation, surveys sent out to employees have revealed that supervisors are unable to effectively manage the performance of employees. Specifically, employees complained that supervisors review performance based on the employees that they like and dislike and not on the actual performance of the individual. Employees also revealed that supervisors do not provide negative feedback sensitively. Supervisors have called employees useless and liabilities to the organisation when their performance was not up to standard. The ineffective way the employees performance is managed has resulted in low employee morale after each performance review, which has a negative impact on the wellbeing and productivity of employees at Beauty First. Kahimbi van Wyk, a Human Resource Development (HRD) consultant, has begun designing a performance management training programme to be offered to managers at the organisation. When determining the content to be included in the training programme, Kahimbi considered the diverse cultures and learning styles of the managers. She intends to use lectures along with graphics to present the training material. Furthermore, she will determine the extent to which the training programme was successful by evaluating the managers in the workplace to determine if their performance has improved.

PART 1 Answer questions 17

1. Formulate two learning outcomes to address the training need mentioned in the case study. (4)

2. Identify and discuss the factor Kahimbi considered when selecting the content for the training programme? (2)

3. Identify and discuss two other factors that Kahimbi could consider when selecting content for the training programme. (4)

4. Explain to Kahimbi what the orientation towards learning characteristic of an adult learner entails. (2)

5. Discuss the instructional strategy Kahimbi intends to use? Discuss and explain the two benefits of using this instructional strategy. (4)

6. Explain the term "instructional media" and identify the instructional medium that Kahimbi intends to use. (2)

7. Identify and briefly discuss the type of training evaluation that Kahimbi intends to use. (2)