QUESTION $3(25$ marks$)$

Six months after the $20$ contact centre sales agents have been trained using your HRD programme, performance problems

start to emerge. Five of the contact centre sales agents are not making the required number of sales calls per day and as a

result sales are falling. The contact centre manager has contacted you indicating that he wishes to dismiss these five

contact centre sales agents due to their poor performance.

As HRD manager, write an email to the contact centre manager in which you highlight the importance of coaching to

remedy poor performance. Provide guidelines, with examples, as to how the contact centre manager should go about

coaching the five poor performing contact centre sales agents.

QUESTION $4(25$ marks$)$

Two years have passed since the appointment of the contact centre sales agents, and now only eight remain. These eight

remaining contact centre sales agents are high performing employees and regularly exceed their performance targets. As

HRD manager you are impressed with the commitment and conscientiousness shown by these eight contact centre sales

agents, and you believe that it is important for Cellular Today to assist them with their career management, but first you

need to secure the buy$-$in of the Management Committee.

As HRD manager, prepare a report to the Management Committee, identifying the relevance and importance of career

management for the employees of Cellular Today, and make recommendations for its implementation.

Project Structure Guidelines:

Mark

$$ Title Page

$$ Table of Contents

$$ Answer to Question $1$:Phases of the HRD Process $25$ marks

$$ Answer to Question $2$: Design of HRD Programme $25$ marks

$$ Answer to Question $3$: Coaching and Performance Management $25$ marks

$$ Answer to Question $4$: Career Management $25$ marks

$$ Bibliography

Total $100$ marks