that followed , SunTrust ’ s management decided that the key to the company ’ s future lay with fully engaging employees in serving customers . That approach is consistent with the company ’ s mission of “ helping people and institutions prosper .”
SunTrust began to restructure its banking business in accordance with three guiding principles : ( 1 ) operating as a single team ; ( 2 ) putting clients first ; and ( 3 ) focusing on profitable growth . This principledriven approach to growth requires managers who know how to foster employees ’ commitment to their work and their clients . To that end , SunTrust has made it a priority to develop managers ’ leadership skills . First-line managers receive training in how to coach and lead others . Middle managers work with mentors on their leadership skills . Upper level managers use assessments by peers , subordinates , and others to identify areas for growth and , with coaching , develop leadership skills taught during a three-week training program . SunTrust also selects its top 3,500 managers to receive training in employee engagement . For training aimed at emotions to be relevant , it must enable better job performance . The bank also provides learning support on its SunTrust Learning Portal . Since SunTrust initiated the new training programs , it has seen evidence of improved performance .
Directions :
You are the Training Manager for SunTrust . The Director of HR has some specific inquiries about the new programs and the future of the training programs . Address the following four items of concern from the Director in a 500-word business memo .
1 . Define “ needs assessment ”. Identify the three questions that SunTrust would need to answer to assess their needs in the broad areas of organization , person , and tasks .