QUESTION $1(25$ marks$)$

When you first proposed that $20$ matriculants be employed as contact centre sales agents to support Cellular Today$$s new

growth strategy, the Management Committee was sceptical. A number of the Management Committee members were

particularly concerned that the new hires would not have the skills to effectively perform in the job of contact centre sales

agent, and felt that it would not be possible to develop the full range of skills required.

Jabu, the Finance Manager, said, $$I am particularly worried that we are going to overlook some of the key training needs

required. Imagine if this does indeed happen. We will have a contact centre full of matriculants, but with no sales.$$

Vishnu, the Operations Manager, added, $$Throwing a bunch of ad hoc training courses at a group of matriculants is most

definitely not going to transform them into a high performing contact centre sales team!$$

You respond to the concerns of Jabu, Vishnu and the rest of the Management Committee by explaining that the HRD

process that will be applied in developing the matriculants appointed as contact centre sales agents is not ad hoc, but that it

is systematic and comprehensive. The CEO asks that you provide the Management Committee with further information in

this regard in the form of an email.

As HRD Manager, write an email to the Cellular Today Management Committee in which you discuss the four phases of

the HRD process, detailing how these phases will be implemented in practice in the roll out of the contact centre sales

agent project.

QUESTION $2(25$ marks$)$

Design an HRD programme which will be effective in developing the skills which the matriculant new hires require to

perform in the job of contact centre sales agent at Cellular Today. The design of the HRD programme should address the

objectives, the duration, and the training delivery methods. Refer to relevant theory to substantiate your HRD

programme design.