"Team Leads to Trainers"

Organizational Profile: 

“Team Leads to Trainers” Organizational Profile

J. Lodge Mission: 

J. Lodge Mission To provide world class contact center services by employing Americans with disabilities in the virtual environment .

History of J. Lodge: 

History of J. Lodge

History of J.lodge: 

History of J.lodge Founded in 1999 by Mike and Kolleen Schrider. #1 US based Provider of Call Monitoring Services J. Lodge has analyzed: Over 1,000,000 Cable Industry Phone Calls Over 72,000 Cable Industry Emails Over 90,000 Cable Industry Chat Sessions and still counting! (Schrider, 2011)

J. Lodge History: 

J. Lodge History

J. Lodge Structure: 

J. Lodge Structure

J. Lodge organization: 

J. Lodge organization

J. Lodge organization: 

J. Lodge organization

J. Lodge Culture: 

J. Lodge Culture

J. Lodge Culture: 

J. Lodge Culture Mike Schrider & Jack Lodge, 1999

J. Lodge Culture: 

J. Lodge Culture Maintain a high level of professionalism. Be respectful to other members in the organization. Be proactive and take charge with new ideas and innovations. Participate and provide feedback consistently.

J. Lodge culture: 

J. Lodge culture Instant Messaging is frequently used as a quick form of communicating. It is required that members use this tool respectfully. Email is another tool used to communicate within the organization and J. Lodge expects each employee use this in a professional manner.

J. Lodge Culture: 

J. Lodge Culture Cultural Artifacts Employee Handbook Code of Conduct Human Resources Guide Mission Statement No dress code for analysts

Change at J. Lodge: “Team Leads to Trainers”: 

Change at J. Lodge: “Team Leads to Trainers”

Incorrect Audits: 

Incorrect Audits

Team Lead Role: 

Team Lead Role To track and evaluate the performance of the call analysts. To ensure the monthly quota is attained by all call analysts. To develop, facilitate and evaluate training sessions for their individual teams.

J. Lodge Change Process: 

J. Lodge Change Process

Overcoming Resistance: 

Overcoming Resistance Sources of Resistance: Fear Lack of Understanding Believing change is unnecessary Compensation may be affected (Bligh, 2011)

Overcoming Resistance: 

Overcoming Resistance The Team Leads were concerned with how this task would be accomplished in addition to their existing workload. Also, the resisters inquired about additional compensation for administering training. Finally, the Team Leads did not believe the change was necessary since J. Lodge already had a Training Department.

Trainer Rotation: 

Trainer Rotation

Compensation: 

Compensation Average Audit Time 8 min. Per Minute Rate $0.13/min Pay Per Piece Rate $1.07/audit

Training Department: 

Training Department The J. Lodge Training Process How to manage your Virtual Classroom Adobe Connect Pro PowerPoint 101 Creating an Online Assessment J. Lodge Reference Guides How to create an Online Modules (Schrider, 2011)

Evaluation: 

Evaluation

Evaluation of the Effectiveness: 

Evaluation of the Effectiveness

Sustained change: 

Sustained change “What is required are methods for sustaining and stabilizing change the gains that have been achieved, for working through the barriers to maintaining change, and for pushing through the difficult initial stages of change so that it lasts” (Anderson, 2010).

Sustained Change: 

Sustained Change Action Plans Emails Document Updating Training Evaluations Train-the Trainer Sessions

J. Lodge Change Process: 

J. Lodge Change Process

Conclusions: 

Conclusions

Conclusions: 

Conclusions Leaders anticipated the resistance and identified who the “losers” would be. The change was sustained through action plans, emails, and document updating. The continued support from the Training Department provided opportunities for the refinement of the program.

Conclusions: 

Conclusions The executives should have included feedback from the members. “People are more likely to embrace changes if they had a voice in shaping (Bligh, 2011). A project manger could be used as a liaison between leaders and the members of the organization and could provide realistic timeframes for the changes.

References: 

References Anderson, D.L. (2010). Sustaining Change, Evaluating, and Ending an Engagement. In Organizational Development: The Process of Leading Change (pp. 304-309). Sage Publications. Beach , L.R. (2006). Leadership and the art of change: A practical guide to organizational transformation. Thousand Oaks, CA: Sage Publications, Inc. Laureate Education, Inc. (Dr. Bligh). (2011). Resistance in Change [Video webcast]. Retrieved from http://sylvan.live.ecollege.com/ec/crs/default.learn? CourseID =6051990&Survey=1&47=11076016&ClientNodeID=984650&coursenav=1&bhcp=1 Laureate Education, Inc. (Dr. Bligh). (2011). Transformational Leadership [Video webcast]. Retrieved from http://sylvan.live.ecollege.com/ec/crs/default.learn? CourseID =6051990&Survey=1&47=11076016&ClientNodeID=984650&coursenav=1&bhcp=1 Schrider, M. (2011). J. Lodge. Retrieved November 18, 2011, from http://www.jlodge.com/