plz answer question at end of case study complete paragraph.

Page 231 TAKING RESPONSIBILITY Dollar General Trains Employees to Serve Others Training is a massive undertaking for Dollar General, which has about 143.000 employees and has been opening new stores at a steady clip. The company's strategy couples low prices with customer service, so it needs to get everyone aligned with its mission, Serving others. It also aims to serve its employees by opening up opportunities for learning and advancement; a recent evaluation found that more than half of the company's job openings were killed by internal candidates, and 12.000 store managers were promoted into those positions from within. These priorities require training that is widely available. Dollar General meets the challenge by employing a variety of training methods developed with the assistance of consultants who have technology expertise. For example, Dollar General launched a Customer First initiative to get all employees focused on creating a great customer experience. Based on the results of customer feedback and observations of employee interactions with customers, the planners identified learning objectives in how to develop and maintain customer loyalty. In the first phase of the training, company managers participated in a four-bour simulation aimed at understanding the importance of what the customer experienced. Following this, participants accessed training on the company's learning management system to focus on different aspect of customer experience each quarter. They also received activities for their store teams to engage in, putting into practice the lessons their managers were learning, Dollar General's leaming and development team determined that employees wanted training that would fit into their schedules. The team responded with the Core Curriculum, a set of learning programs categorized according to level of responsibility in the organization: leading self, leading others, and leading leaders. Each level includes on-demand computer courses plus experiential exercises and instructor-led training. Every new store employee also is expected to complete a computer-based training series on customer service, Store managers participate in a 12-month training program that begins with a computer-based simulation of a store environment, practicing the store manager's job. They also spend time in a high-performing store to learn on the job. After three months, they attend classroom learning about leadership. During that time, they and their peers share stories about their on-the-job experiences and learn from one another, the trainers, and other experienced managers. The learning and development team empowers store managers to play an active role in training the employees they are responsible for. To support these efforts, it delivers a Certified Store Training Manager (CSTM) program to prepare its top-performing managers for filling that role. Store managers who successfully complete the training modules receive a CSTM certification and may be eligible for nine semester hours of college credit. They go on to be a valuable source of on-the-job training for Dollar General Workers Dollar General credits these and other training initiatives with making training widely available and making the company an attractive place to work. The highly trained workforce has supported years of sales growth and provided a wealth of talent to fill management positions Questions What training methods are included in Dollar General's training programs? 2. How did the training and development team assets training needs? What other criteria should the team consider in its needs assessments