1
Task 2: Learning and Development and Performance Evaluation
“Student Name”
School of Business, Western Governors University
D433: Talent Acquisition and Development
Dr. Kimberly Brooks
10 September 2025
, 2
Prompt A: Training Needs
Organizational Analysis - Business Objectives and Client Retention
Some of Jaunty Coffee’s biggest objectives is to reduce the employee turnover by 50% in
one year’s time, to improve the client retention rates and to strengthen the overall employee
learning and development. This step is especially crucial to the long-term success of the
organization’s overall mission, that failure risks becoming busywork instead of a solid solution.
At Jaunty, Human Resources must develop a strong learning and development function, proving
its value, by showing how the sales manager training program can directly address organizational
challenges and threats.
The first challenge that Jaunty is facing is an ineffective training strategy. Clients have
left Jaunty for other competitors due to poor service and a lack of product knowledge among the
employees. A sales manager who is equipped with the knowledge and is adequately prepared to
coach their team on catalog knowledge, the organization’s sustainability practices, and effective
responsiveness will rebuild the reputation and regain the trust of clients.
Sales managers need to develop a 90-day sales training plan that becomes a strong
foundation within Jaunty to ensure that, not only are the employees that are selling JCC
merchandise striving towards long term engagement with the clientele versus short, possible one-
time transactions, but are also building the communication skills to tackle roadblocks that they
may come across within their day-to-day and be able to handle issues effectively and with
resolve. (Kosoglow, 2025) The sales manager of Jaunty should strive to train all employees (no
matter their background or field) in customer service, in areas such as; communication,
responsiveness and problem resolution. This will be the first step in increasing customer
satisfaction and loyalty. (Bocian, 2024)
, 3
An effective employee training strategy would consist of five key elements: hiring and
recruitment, the initial training program, mentoring and ongoing development, developing the
customer interaction skills, and utilizing customer feedback. To begin, a strong hiring and
recruitment strategy needs to be set in place, prioritizing candidates who are friendly and
courteous, and can be trained for technical skills. Previous customer service skills can be
prioritized, but a strong enough personality can be trained on the position, and employees should
be matched to roles where their skills and personalities fit best and where their strengths shine
through. (Ortman, 2017)
Beyond recruitment begins the initial training program which consists of a two-week
structured onboarding. This in-person classroom onboarding can include an overview of Jaunty
as a company, a comprehensive education of the worksite, the flow of the work-processes, a
course in effective client communication and resolution management, and a shadowing portion
with hands-on learning opportunities to allow new-hires to see up close the inner mechanisms of
how Jaunty operates, and apply classroom knowledge (under the supervision of a subject matter
expert) before allowing them to take a certification test allowing them to go to the sales floor.
(Ortman, 2017)
Following the onboarding process, the next phase should focus on mentoring and
ongoing development. Assigning veteran employees as mentors to new hires allows them to
receive guidance from peers, creating a more comfortable learning environment and reducing the
pressure that may come with constant supervision from authority figures. Additionally,
reinforcement of customer service skills were found to be crucial daily training activities that
managers had with their employees to remain successful to build strong, positive behavioral
habits. Allowing open discussions, or an open-door policy, employees can share challenges or
, 4
wins to create a collaborative culture of learning with their team members. Finally, while there is
no replacement for the human experience, integrating a learning management system (LMS)
with computer based trainings (CBT) can aid in additional information that might be missed, or
might be part of a mandatory company policy, bolstering retention, absorption, and application
of training content – gauging the knowledge of the employee with an end of course quiz.
(Ortman, 2017)
When it comes to actually speaking with customers, there is no way around it in a place
like Jaunty. Customer interaction is crucial, it is imperative of the sales manager to develop the
team’s skills of greeting, active listening, courtesy, service recovery, and empathy. Even if they
have it down, or are veteran employees, annual review is effective to ensure that they are
maintaining the status quo. These skills are critical, and cannot be swept under the carpet, and
since customer service is intangible, emotions and interpersonal behaviors define the customer
experience. (Ortman, 2017)
Finally, using customer feedback, even when negative (which most managers fear) can be
used for good and as a positive training opportunity. What most managers do not realize is that a
dissatisfied customer can have an enormous impact on profits, but is often overlooked because it
is not captured on the Generally Accepted Accounting Principles (GAAP) as lost value. Satisfied
customers are willing to buy more, dissatisfied customers are not. Additionally, managers can
use customer complaints as an opportunity to train employees – turning service recovery into
customer loyalty, a misunderstanding into a happy shopper. (Ortman, 2017)
At the core of all these efforts, a leader who is willing to work with their team and
develop them into strong associates and representatives of the company and brand ambassadors
is the most important aspect of the training program as a whole. Managers, who are by nature
Task 2: Learning and Development and Performance Evaluation
“Student Name”
School of Business, Western Governors University
D433: Talent Acquisition and Development
Dr. Kimberly Brooks
10 September 2025
, 2
Prompt A: Training Needs
Organizational Analysis - Business Objectives and Client Retention
Some of Jaunty Coffee’s biggest objectives is to reduce the employee turnover by 50% in
one year’s time, to improve the client retention rates and to strengthen the overall employee
learning and development. This step is especially crucial to the long-term success of the
organization’s overall mission, that failure risks becoming busywork instead of a solid solution.
At Jaunty, Human Resources must develop a strong learning and development function, proving
its value, by showing how the sales manager training program can directly address organizational
challenges and threats.
The first challenge that Jaunty is facing is an ineffective training strategy. Clients have
left Jaunty for other competitors due to poor service and a lack of product knowledge among the
employees. A sales manager who is equipped with the knowledge and is adequately prepared to
coach their team on catalog knowledge, the organization’s sustainability practices, and effective
responsiveness will rebuild the reputation and regain the trust of clients.
Sales managers need to develop a 90-day sales training plan that becomes a strong
foundation within Jaunty to ensure that, not only are the employees that are selling JCC
merchandise striving towards long term engagement with the clientele versus short, possible one-
time transactions, but are also building the communication skills to tackle roadblocks that they
may come across within their day-to-day and be able to handle issues effectively and with
resolve. (Kosoglow, 2025) The sales manager of Jaunty should strive to train all employees (no
matter their background or field) in customer service, in areas such as; communication,
responsiveness and problem resolution. This will be the first step in increasing customer
satisfaction and loyalty. (Bocian, 2024)
, 3
An effective employee training strategy would consist of five key elements: hiring and
recruitment, the initial training program, mentoring and ongoing development, developing the
customer interaction skills, and utilizing customer feedback. To begin, a strong hiring and
recruitment strategy needs to be set in place, prioritizing candidates who are friendly and
courteous, and can be trained for technical skills. Previous customer service skills can be
prioritized, but a strong enough personality can be trained on the position, and employees should
be matched to roles where their skills and personalities fit best and where their strengths shine
through. (Ortman, 2017)
Beyond recruitment begins the initial training program which consists of a two-week
structured onboarding. This in-person classroom onboarding can include an overview of Jaunty
as a company, a comprehensive education of the worksite, the flow of the work-processes, a
course in effective client communication and resolution management, and a shadowing portion
with hands-on learning opportunities to allow new-hires to see up close the inner mechanisms of
how Jaunty operates, and apply classroom knowledge (under the supervision of a subject matter
expert) before allowing them to take a certification test allowing them to go to the sales floor.
(Ortman, 2017)
Following the onboarding process, the next phase should focus on mentoring and
ongoing development. Assigning veteran employees as mentors to new hires allows them to
receive guidance from peers, creating a more comfortable learning environment and reducing the
pressure that may come with constant supervision from authority figures. Additionally,
reinforcement of customer service skills were found to be crucial daily training activities that
managers had with their employees to remain successful to build strong, positive behavioral
habits. Allowing open discussions, or an open-door policy, employees can share challenges or
, 4
wins to create a collaborative culture of learning with their team members. Finally, while there is
no replacement for the human experience, integrating a learning management system (LMS)
with computer based trainings (CBT) can aid in additional information that might be missed, or
might be part of a mandatory company policy, bolstering retention, absorption, and application
of training content – gauging the knowledge of the employee with an end of course quiz.
(Ortman, 2017)
When it comes to actually speaking with customers, there is no way around it in a place
like Jaunty. Customer interaction is crucial, it is imperative of the sales manager to develop the
team’s skills of greeting, active listening, courtesy, service recovery, and empathy. Even if they
have it down, or are veteran employees, annual review is effective to ensure that they are
maintaining the status quo. These skills are critical, and cannot be swept under the carpet, and
since customer service is intangible, emotions and interpersonal behaviors define the customer
experience. (Ortman, 2017)
Finally, using customer feedback, even when negative (which most managers fear) can be
used for good and as a positive training opportunity. What most managers do not realize is that a
dissatisfied customer can have an enormous impact on profits, but is often overlooked because it
is not captured on the Generally Accepted Accounting Principles (GAAP) as lost value. Satisfied
customers are willing to buy more, dissatisfied customers are not. Additionally, managers can
use customer complaints as an opportunity to train employees – turning service recovery into
customer loyalty, a misunderstanding into a happy shopper. (Ortman, 2017)
At the core of all these efforts, a leader who is willing to work with their team and
develop them into strong associates and representatives of the company and brand ambassadors
is the most important aspect of the training program as a whole. Managers, who are by nature
