Question 5 (20 Marks) As the Training Manager at Worldwide Wealths South Africa office, you are concerned that the customer service workshops that have been rolled out to staff over the past month have not been very impactful. You decide to conduct an evaluation of the customer service workshops but first you need to secure approval to do so from the HR Director. Prepare an email to the HR Director in which you explain the purpose of programme evaluation as well as Return on Investment, which is the type of evaluation you plan to use.

CASE STUDY [100 Marks] Read the following case study and then answer the questions that follow. WORLDWIDE WEALTH'S TRAINING PROGRAMME Worldwide Wealth has been a leader in the telegraph and money transfer industry for more than a century. However, in 2006, when the last telegram was sent, Worldwide Wealth needed to overhaul its focus and retrain its global workforce. Currently, Worldwide Wealth remains one of the leading global money transfer and financial services organisations in existence. Background In 2006, Worldwide Wealth became an independent company after spinning off from First Data amid changes in online communication capabilities and a rapidly growing global marketplace. While remaining true to the values of innovation, trust and convenience to customers, the iconic 160-year-old company also decided to send its last telegram at that time. Additionally, since 2006 Worldwide Wealth has undergone a paradigm shift that requires employees to turn a greater focus to customers' experiences rather than just on indivdiual monetary transactions. As a result of this change in culture, Worldwide Wealth also recognised the need to retrain over 9,000 employees across the world. Effectively connecting individuals and businesses in over 200 countries and territories required an employee training programme to be comprehensive, structured and individualised. In 2016, Worldwide Wealth's training and development team was charged with the task of developing and rolling out a global employee training and development programme to over 3,500 global employees. The main objectives were to identify the employee skills required by the change in the organisation's direction and then to create a specific training and development path that aligned with Worldwide Wealth's overall strategic goals. Worldwide Wealth's Challenge The organisational challenge at Worldwide Wealth relates to the organisation's overall change of culture, from being historically focused on telegram delivery to branching out into more customer service and consumer relation ventures Becoming customer-centric, when previously the organisation was known as primarily transaction-based, could not just be a talking point at the top; it needed to be embraced by all levels of employees and enforced through training, Reaching a dispersed employee base and training across global boundaries, while aligning training to fit in with the organisation's larger corporate culture, created a distinct barrier. Moreover, many service-level or call-centre employees could not attend off-site training sessions that would take them away from their daily obligations. In fact, in 2019 it was uncovered that approximately half of Worldwide Wealth's employees were not receiving any cohesive training or ongoing developmental support, mainly because employees were in disparate locations and experienced language barriers. Furthering the training disparity, a large amount of the global learning that was being facilitated was via internal, on-the-job methods. Finally, Worldwide Wealth also recognised the need for ongoing, just-in-time tools and resources that employees would require during the transformative time, as well as the obstacles that hindered accomplishing this