Analysis of the Challenges Brought by the Organizational Change at Red Telekom - Research Proposal Example

Telecom Name Institutional Affiliation Table of Contents Executive Summary The aim of this report is to analyze the challenges brought by the organizational change at Red Telekom and provide solutions. The results of the analysis of the company revealed that the most serious problems affecting the company are lack of cooperation, cultural incompetency, and change anxiety. The framework ADDIE was employed to identify the challenges and provide solutions through a step-by-step process of analysis, design, development, implementation, and evaluation. The assessment of the learning and development carried out by the organization can be performed using the Kirkpatrick’s model. The model evaluates the outcome of training based on four levels that include reaction, learning, behavior, and the results. Red Telekom Proposal Objective The aim of the report is to establish the problems bedeviling Red Telekom and offer solutions. The recommendations contained in the report are after a careful examination of the company, its employees, departments, and recent structural changes. Background Information Organizational changes are not easy for most organizations. Red Telekom is an Australian Telecommunications Carrier with global clients. The company altered its operation structure in line with its global strategy. As a result, the company outsourced its customer service department to a global company which was not received well by its customers due to many reasons. Firstly, customers reported cultural difficulties when discussing their accounts with the foreign customer care agents. Forms the looks of things, the foreign operators were not culturally competent. Also, the customers were upset with the pricing changes. The company required that they pay promptly or be disconnected. With increasing unsatisfied clients, the company came up with a number of changes such as changing its management structure which affected employee’s engagement and motivation. The lack of proper communication and involvement of employees in organizational change may disrupt workflow. Workgroup Profile The company is categorized into main departments that are the customer service section and the technical department. The former deals with client’s complaints and inquiries and the latter the technical aspects. The employees are grouped based on seniority as some as tasked with supervising others. Notes that the extent to which an organization is departmentalized depends on its size. Overall, departmentalization is used by organizations to gain the advantages of specialization. Problem Statement/Competency Gap Red Telekom faces serious challenges that affect its operations. Its employees are not empowered enough to align their responsibilities to the recent changes it carried out. They are also not competent enough which has resulted in an avalanche of complaints from its customers. Here are some of the competency gaps among its employees Cultural incompetence: Red Telekom had outsourced call centers that handled surplus calls and after-hours service for Australian customers. However, customers complained difficulties in communication with the foreign operative which they attributed to cultural differences. But the problem of ensuring their employees are cultural competence lies with the organization. Hanrahan and Andersen (2013) argue that as an individual it's hard to develop cultural competence if working within a culturally incompetent organization. Red Telekom should ensure it is a culturally competent organization. Lack of teamwork: there is the lack of trust and unity among the new recruits and team leaders. Team leaders are reluctant to share information and are clinging to power. This particular problem is common in many organizations. Lencioni (2013) pinpoint out that teamwork requires levels of courage and discipline that even most driven executives don’t always have. The benefits of collaboration include giving people a sense of connection and belonging that make them better employees. Leadership competencies: the leadership abilities of the people in charge of the company are lacking. The core leadership competencies are coordination, delegation, and motivational (Bohm & Mosavi, 2010). Evidently, the employees are demotivated which is reflected in their high turnover. Functional competencies: functional competencies are characteristics shared by different positions within an organization that belongs to a common job group (Catano, 2009). Employees in the customer relations section are unable to respond to customer inquiries and sometime choose not to answer calls. They are not well versed in the technical details that customers inquire about. Overview of Proposed Learning and Development Strategy Numerous frameworks can be used to formulate and implement a learning and development strategy. In this case, the report adopts ADDIE which is a systematic instructional design model (Branch, 2010). The framework consists of Analysis, Design, development, Implementation, and Evaluation. The five phases of the model are discussed below: Analysis: in this phase, the designer recognizes the problems, the goals, and objectives. Design: here, learning objectives are specified in the form of detailed storyboards and prototypes. Development: this step involves the actual creation of the content based on the previous stage Implementation: at this stage, the plan is put into action and a procedure for training is developed Evaluation: this phase provides opportunities for feedback from the learners. Proposal details: Key learning and development Interventions Analysis A careful examination of Red Telekom reveals there lack of teamwork among employees, functional incompetence, leadership incompetence, and cultural incompetence. To solve this, the employees will be required to undergo training within the shortest time possible to equip them with the necessary skills to perform their functions. Design The employees will be trained in different areas based on the identified gaps. Each gap will be regarded as a broad topic with various modules. The learning will take place via different delivery options that include classroom and the internet or both. In essence, the content will be based on filling the identified gaps and will cover teamwork, leadership, and communication. Development Both formal and informal learning and training activities will be used. Formal training will be through classrooms where the learners will be taken through the various topics selected. E-Learning will also be instrumental in the process as the necessary documents and links will be sent to employees on their emails for reading at home or free time. Informal training will be through mentoring. Managers will be assigned to their juniors and will be required to guide them on identified areas of weakness. Notably, employees with mentors exhibit higher levels of job stress than those with mentors (Thompson & DiTomaso, 2014). Carliner (2012) confirms that great things happen when motivated professionals learn from one another to solve important problems. To enhance cooperation, employees will be required to participate in a series of team building activities. Implementation Training will be carried through different delivery platforms. Employees will be required to attend classes where an instructor will take them through various topics. The company will identify experts both within and outside the organization to help them carry out the training. Additionally, the internet will be used to supplement classroom work. Links and necessary learning material will be provided in platforms that can be accessed either individually or collectively. Managers will be trained on how to mentor their subordinates effectively. Evaluation The effectiveness of the process will be evaluated using Kirkpatrick’s framework. The framework allows for continuous evaluation. Training evaluation is now seen as a process of continuous feedback rather that end point measurement (Talbot, 2016). Learning and Development Proposal Evaluation The effectiveness of the learning will be measured using Kirkpatrick's framework. Level 1: Reaction The degree to which the employees deem the training favorable, engaging and relevant to their jobs Level 2: Learning The extent to which the employees acquire the training, skills and their commitment to the process Level 3: Behavior The degree to which the employees transfer the knowledge learned to their everyday work responsibilities. Level 4 The degree to which the results manifest themselves in the organization as a result of the training and the support and accountability package. Conclusions/Action Plan The challenges present at Red Telekom need to be addressed as fast as possible. These include lack of teamwork among employees, functional incompetence, leadership incompetence, and cultural incompetence. The global structuring carried out by the organization has disrupted its operations and threatening its existence. It is evident from an avalanche of customer complaints and lack of employee motivation and engagement. To rectify the challenges, the company should implement the proposed learners and development plan. The plan provides a step by step approach on how to rectify the mess. Moreover, training should be continuous and the process evaluated through an effective framework like the Kirkpatrick’s model References Bohm, A., & Mosavi, M. (2010). The Core Leadership Competencies. Munich: GRIN Verlag. Branch, R. (2010). Instructional design: the ADDIE approach. Boston, MA: Springer US. Carliner, S. (2012). Informal learning basics. Alexandria, Va.: ASTD Press. Carozza, L. (2011). Science of successful supervision and mentorship. San Diego: Plural Publishing. Catano, V. (2009). Recruitment and selection in Canada. Boston: Cengage Learning. Hanrahan, S., & Andersen, M. (2013). Routledge handbook of applied sport psychology. Milton Park, Abingdon, Oxon: Routledge. Kirkpatrick, J., & Kirkpatrick, W. (2016). Kirkpatrick's Four Levels of Training Evaluation. Virginia: Association for Talent Development. Lencioni, P. (2013). Overcoming the five dysfunctions of a team. San Francisco, Calif.: Jossey-Bass. Talbot, J. (2016). Training in organisations. London: Routledge. Thompson, D., & DiTomaso, N. (2014). Ensuring minority success in corporate management. London: Springer. Wensveen, J. (2015). Air transportation. Farnham, Surrey, UK: Ashgate Publishing Limited. Appendix 1 Goals Tasks Time Line 2017 Instructors Outcome Long Term Short Term Learning &Development - Red Telecom Australia Leadership competencies Impacting leaders with the necessary leadership skills August September Qualified leadership tutors to be sourced both from within and outside the organization Strong leadership skills for Cultural competency Cultural awareness sessions for overseas staff August September Communication experts to be outsourced Oversees customer care agents will be able to achieve cultural competence Teamwork Building of trust and unity among the new recruits and team leaders August- September Team Building expert to be outsourced All employees will be trained to manage stress at work Functional competencies Impacting the employees with the necessary skills to perform their job August-September Technical team leaders Enabling employees to be well versed with the technical aspects of their jobs Read More