Read the case below and answer the following questions using one paragraph for each. In 2004, the Zeigler Auto Group consisted of four dealerships and a president, Aaron Zeigler, with a desire to expand. Along with aggressive hiring, Zeigler's plan would require a training program to build skills and align with the company's values. A solid training program is a lure for ambitious salespeople because recruiters can show that it will help them develop their selling skills and perhaps move into management. Furthermore, the largest dealership networks have formal training programs, and Zeigler wanted to compete for talent with them. The company built training that combines classroom instruction with videos. All the salespeople and service advisers are expected to watch three training videos every day from an online library of more than 2,000 videos, which are categorized by level of complexity. Each video runs five to seven minutes and features a presentation by Aaron Zeigler, the director of talent development, or an outside training specialist, Mike Van Ryn. After watching each video, the employees take a quiz to check their understanding. Van Ryn and Zeigler employ video instruction because the format is flexible, allowing employees to learn as their schedule permits. When they meet for classroom training, which happens every month or two, they drill down deeper into topics. Usually, this involves a guest speaker at headquarters, with the presentation shared in other locations vin videoconferencing QUESTIONS 1. Imagine you were helping Zeigler and Van Ryn, prepare a needs assessment for training. Using examples from the information provided, what information would you include in the needs assessment? (3 pts) 2. What training methods are Zeigler Automotive Group using? What other methods would you recommend it use? Give reasons for your recommendations (3 pts)