Please help me with the identifying the problem.1.1 minor/major problems21.2 possible future problems Case ScenarioVerizon Wireless is a company that believes strongly in learning. In 2013, for the second year ina row it was number one in Training magazine's ranking of companies that have the best trainingprograms for their employees. Verizon's training lineup has a plethora of options and styles tomeet the needs of the various types of learners the company has. For instance, many newemployees are sent through rotational programs that allow them to experience as much of thebusiness as possible so that they have the ability to make decisions with the bigger picture in mind.Training even extends to Verizon customers as the company has found that helping its clients learncreates loyalty and fewer problems in the long run.Verizon spends over $300 million a year on the training and development of over 180,000employees. As a company, if you make the decision to spend that much money on learning, you'dbetter make sure you get a strong return on your investment. Lou Tedrick, vice president of humanresources for Verizon, says that at the beginning of every training initiative, "we work with keystakeholders and business partners to define what success will look like in terms of employeeknowledge, behaviors and targeted business results. Then, we ideally get a pretraining snapshot ofknowledge, behaviors, and/or business results to compare with a post-training snapshot."In addition to traditional training, Verizon is at the forefront of social learning, which is somethingmany companies are starting to see the benefit of. Verizon's "My NetWork" social networkingplatform allows for peer-to-peer collaboration on all kinds of issues where the transfer ofknowledge among employees needs to happen more quickly than traditional training can typicallyhandle, such as during a time of crisis or an extremely rapid rollout of a new product. Verizonemployees with subject matter expertise post videos and podcasts that become viral within theorganization, with employees recommending them to others in a manner of minutes. Theselearning initiatives allow the company to deliver content and knowledge that is hard to conveythrough different methods. 3:07 03:45 W✓ON<% 60%LTEMGT 429-CASE STUDY 2(1).pdf - Read-onlyOn October 9, 2012, Hurricane Sandy slammed into the coast of the northeastern United States.At that time, it was the largest Atlantic hurricane on record and assessments of its damage havebeen estimated at $53 billion. Perhaps the one company to receive the most press (both good andbad) during that time frame was Verizon, since most of the area the hurricane hit was the wirelesscarrier's territory and people in the area were scrambling to communicate both during and afterthe storm. According to Mike Haberman, Verizon's vice president of network support, not onlydid the company's infrastructure have to withstand the storm, it also had to withstand a largeincrease in traffic as more people than normal were trying to use texts and cell phones given thatpower was out for many in the area. Haberman says, "We run to a crisis. When something hits,myself, other members of the team, we're singularly focused on that."Dick Price, Verizon's chief business continuity officer, stated that "Verizon uses an allhazardsapproach to emergency management, which allows us to prepare for almost any type of event thatcould impact our business operations. No matter what type of catastrophic event occurs, we mustbe prepared to facilitate immediate recovery so we can continue serving ourconsumer." Verizonnot only prepares for these types of situations with regular "disaster recovery exercises” whichallow employees to practice their decision-making skills under ambiguous situations, but it alsohas a 30-member Major Emergency Response Incident Team, or "MERIT.” MERIT membersconsist of communications specialists, building engineers, and health and safety professionals.Although diverse, they are considered experts in disaster management who train consistently tokeep up their skills.In the end, only 6 percent of Verizon's cell sites were knocked out while most other carriers hadfar higher numbers. Haberman says his role is to provide support to field technicians to ere thatemployees have the correct information to make the best decisions in a time of crisis. HCopythe effectiveness of Verizon's network during Sandy to the company's big bet on generaof the reasons Verizon bet big this way (including locking up contracts with fuel suppliers in theSouth) was through the lessons learned in other areas of the company. Knowledge that had beenlearned by employees through hurricanes in the South and Gulf Coast had been applied to theNortheast.Sources: Anonymous. "Computer Networks; for Second Consecutive Year, Verizon's EmployeeTraining Programs Ranked Top in U.S." Telecommunications Weekly, March 6, 2013, p. 127;Anonymous. "Verizon MERIT Hazmat Team Celebrates 20 Years of Service in ProtectingAssets." PR Newswire, April 15, 2013; Anonymous. "Verizon Prepares for Mother Nature andMan-Made Events with an All-Hazards Approach to Emergency Management." PR Newswire,September 13, 2012; Carew, S. "Hurricane Sandy Disrupts Verizon, Cablevision Service inNortheast U.S." Reuters, October 30, 2012; Cheng, R. "How Verizon Kept Wireless ServiceGoing after Sandy Hit." CNET News, November 1, 2012; Cohen, J. “Business as Usual."Training, February 2010, pp. 46-50; Freifield, L. "Verizon's #1 Calling." Training.January/February 2013, pp. 26–32; Freifeld, L. “Verizon's New # Is 1." Training,January/February 2012 pp. 28-31; NOAA. "Hurricane/ Post-Tropical Cyclone Sandy," June 13,2013, http://www.nws.noaa.gov/os/assessments/pdfs/Sandy13.pdf; Svensson, P. "Verizon and2 ofGOIIIО

Verizon Wireless, an organization famous for its interest in employee learning and development,…

Case Scenario Verizon Wireless is a company that believes strongly in learning. In 2013, for the second year in a row it was number one in Training magazine's ranking of companies that have the best training programs for their employees. Verizon's training lineup has a plethora of options and styles to meet the needs of the various types of learners the company has. For instance, many new employees are sent through rotational programs that allow them to experience as much of the business as possible so that they have the ability to make decisions with the bigger picture in mind. Training even extends to Verizon customers as the company has found that helping its clients learn creates loyalty and fewer problems in the long run. Verizon spends over $300 million a year on the training and development of over 180,000 employees. As a company, if you make the decision to spend that much money on learning, you'd better make sure you get a strong return on your investment. Lou Tedrick, vice president of human resources for Verizon, says that at the beginning of every training initiative, "we work with key stakeholders and business partners to define what success will look like in terms of employee knowledge, behaviors and targeted business results. Then, we ideally get a pretraining snapshot of knowledge, behaviors, and/or business results to compare with a post-training snapshot." In addition to traditional training, Verizon is at the forefront of social learning, which is something many companies are starting to see the benefit of. Verizon's "My NetWork" social networking platform allows for peer-to-peer collaboration on all kinds of issues where the transfer of knowledge among employees needs to happen more quickly than traditional training can typically handle, such as during a time of crisis or an extremely rapid rollout of a new product. Verizon employees with subject matter expertise post videos and podcasts that become viral within the organization, with employees recommending them to others in a manner of minutes. These learning initiatives allow the company to deliver content and knowledge that is hard to convey through different methods.