Transcript Slide 1

Leading Organizational Change and
Building Strategic Partnerships
Sherrie Senkfor and Jennifer Vandever
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Southern Illinois University Edwardsville
• SIUE is a public master’s degree granting
university with approximately 14,000 students
• Located approximately 25 minutes from
downtown St. Louis, Missouri
• Large College of Arts & Sciences with several
professional schools (Business, Nursing,
Engineering, Dental Medicine, Pharmacy,
Education)
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Southern Illinois University Edwardsville
• Part of a three-campus system with the other
campuses located in Carbondale and
Springfield
• SIUE has large outreach program in East St.
Louis, Illinois with one of the largest Head
Start programs in the nation, among other
programs
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Southern Illinois University Edwardsville
History of Systems
• Share installation of Oracle’s E-Business Suite
for Financials with other SIU campuses
• In 2004, chose Sungard Banner products to
replace existing IDMS and HRS systems
• Implemented Sungard Banner Student in 2006
• Went “live” with Sungard Banner HR in July
2008
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Organizational Culture July 2008
Lack of Change Management
Office of Human Resources
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Information Technology Services
“Why Isn’t Linda Printing My Report Anymore?”
Little to no communication to
• Little communication to campus
campus community regarding
about the change process
process changes
• The volume of communication
No training to develop new skills
was high but the quality was low
needed for conversion and
implementation
• Communication was often with
Assumptions made by ITS
the wrong people in user groups
regarding roles and
responsibilities for HR staff but no • The expectations of the users and
communication occurred with key
IT staff were never aligned
stakeholders in HR
No understanding of time
commitment for implementation
after system went live
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Organizational Culture July 2008
Lack of Leadership
Office of Human Resources
• Former HR Director left Fall 2007
• Assistant HR DirectorEmployment resigned June 2008
• Payroll Manager announced her
retirement in Spring 2008
• NEW HR Director began mid June
2008; had no prior experience
with systems conversion
• Associate HR Director rejoined HR
Department in June 2008 after
working on the conversion
project for 2 years in another part
of campus
Information Technology Services
• Former Dean and Associate Vice
Chancellor left Fall 2007
• Created new position of Chief
Information Officer
• Moved all campus IT to one Vice
Chancellor area
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Organizational Culture July 2008
Lack of Necessary Job Knowledge
Office of Human Resources
Information Technology Services
• Financial package not purchased
so many processes had to be
created and tested
• Testing occurred on live data/no
parallel systems were run
• Staff not trained on SQL database
skills needed
• Audit reports to verify data were
created after system was
implemented; often times “things
did not work” with no
understanding as to why not
• IT staff being transitioned from
mainframe environment to a new
environment that required all
new skills
• New IT environment requires
constant updating of skills for
everyone
• Little investment in IT staff
professional
development/training- some
training had been required of
them on their own
“if you want to keep your job after
Banner is implemented, you better
take these classes”
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Organizational Culture July 2008
No Performance Standards or Feedback
Office of Human Resources
Information Technology Services
• No performance reviews done in
many years
• No goals or objectives to see
what changes needed to occur
• Concept of “process
improvement” complete foreign
• No work flow analysis was
conducted
• No data collection for measuring
performance or benchmarking
• Poor customer service
• No performance reviews done in
many years, within most IT units
• No long-term planning; almost all
action done as reaction to an
immediate need
• No data collection for measuring
performance or benchmarking
• Limited research or
benchmarking to external
community produced decisions
with limited vision and scope
• Poor customer service
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Organizational Culture July 2008
Overall Work Environment
Office of Human Resources
• Emotional outbursts were
common even, in some
circumstances, encouraged by
former HR director
• ITS Director perceived as
“abusive” to female HR staff
• Teamwork was dependent on
personal relationships and not
work/task interdependency
• HR staff demoralized, overworked
and frustrated with
implementation and extra
work/surprises
Information Technology Services
• Angry outburst between IT staff
were common, often daily
• Angry outburst between IT staff
and users were not uncommon
• Users were frustrated
• IT staff reported not wanting to
come into the building in the
morning- would sometimes sit in
their cars, dreading the day,
sometimes crying
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Organizational Culture July 2008
Overall Work Environment
Office of Human Resources
Information Technology Services
• Uncertainty existed with new
leader and overall management
turnover
• “Temper tantrums” and tears
were not uncommon
• HR staff worked many long hours
– did not believe pace of work
could continue and that “no one
cared”
• Vacations had been denied or
cancelled for years
• IT staff was demoralized and left
feeling isolated from campus
community
• Limited support for operationally
necessary items (e.g. office
supplies, chairs, computer
monitors)
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Organizational Culture July 2008
“Transformational Change”
Office of Human Resources
Information Technology Services
• Former system had worked very
well for 20+ years; new system
lacked numerous features needed
to operate effectively
• Work flow and job responsibilities
changed
• “Control” of system moved out of
transitional mainframe
environment; HR did not
understand implication
• IT went into implementation with
expectations of users’ roles that
were not clearly stated or
understood by the users
• Merger of three separate IT
departments under Academic
Affairs
– Telecommunications
– Academic computing
– Information technology
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Kotter 8 Step Change Model
1. Create a Sense of Urgency
2. Form a Powerful Coalition
3. Create a Vision for Change
4. Communicate the Vision
5. Remove Obstacles
6. Create Short-Term Wins
7. Build on the Change
8. Anchor in Changes in
Corporate Culture
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Kotter 8 Step Change Model
Step 1: Create a Sense of Urgency
• System conversion occurred whether HR staff was ready or not
• Old system was gone; processes were incomplete, did not work or
were non existent
• HR and ITS leader believed that change had to occur in order for
both departments to succeed; success was mutually dependent
• All involved “hated” the way they “felt” about the conversion;
general belief that working environment was “unhealthy” and
“toxic”
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Kotter 8 Step Change Model
Step 2: Form a Powerful Coalition
• New HR director and new ITS director met to talk about conversion
problems; both were concerned about staff morale and system
functions
• Agreed that:
– Focus was to move forward not dwell on past oversights,
mistakes, poor communication
– Only through an effective working relationship we could move
forward with systems improvement
– Success was mutually dependent; could not get to end without
working together
– We would trust each other until proven otherwise
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Kotter 8 Step Change Model
Step 3: Create a Vision for Change
• Reinforced concept that only by working through issues was the
situation going to improve
• Weekly meetings set up with ITS and HR to talk about issues,
progress and concerns; all communication on problems and
concerns were to occur in these meetings
• Projects prioritized (and repeatedly followed up on)
• Annual HR performance objectives were set to include operating
efficiencies and cost savings.
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Kotter 8 Step Change Model
Step 4: Communicate the Vision
• Quarterly meetings were held with HR staff to communicate
goals, update staff on conversion, and talk about progress in
goals
• Individual goals based on overall objectives; relationship
between individual goals and department objectives were
openly discussed
• Leaders agreed to “model” positive problem solving; at the
beginning all meetings were led by ITS and HR leader
• Key HR staff members were counseled before meetings on
1) prioritizing issues 2) communication expectations 3)
listening and not blaming
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Kotter 8 Step Change Model
Step 5: Remove Obstacles
• Unsupportive ITS staff member removed
• ITS staff reassigned to positions better matched skill sets
• Role expectations were openly discussed; key HR staff
member was sent for SQL training and received training from
ITS staff
• ITS staff member worked in HR to understand process and
work flow
• HR staff was able to contact ITS staff after hours if processing
problems occurred
• ITS agreed to fund HR position to help with reporting
• Employees counseled on unacceptable behavior
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Kotter 8 Step Change Model
Step 6: Create Short-Term Wins
• Success was celebrated in weekly meetings; actually physically
applauded accomplishments
• HR staff praised by ITS Leader, ITS staff praised by HR staff for
progress in meetings
• HR Director gave positive feedback on well managed meetings
• ITS leader reinforced and encouraged positive behavior
• Payroll and benefit metrics were established to identify and track
processing issues
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Kotter 8 Step Change Model
Step 7: Build on the Changes
• ITS and HR leaders moved weekly meeting to bi-weekly and then
monthly as issues were addressed
• HR director asked Associate director to lead meetings and
expressed confidence in ability to conduct self professionally
• HR director encouraged key HR staff to meet ITS staff outside of
work hours
• HR director acknowledged progress as it occurred, particularly
when processing issues no longer occurred
• Processing “failures” were openly discussed and resolved
• ITS staff requested to participate in HR interview process for HR-IT
staff member and input highly valued
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Kotter 8 Step Change Model
Step 8: Anchor the Changes in Corporate Culture
• Monthly meetings are part of working together
• Open and transparent communication between leadership in two
departments (modeling behavior)
• Transitioned roles to new generation of managers
• When emotions flare up, leaders encourage staff members to
communicate to find the source of the problem, not to make
assumptions and to look for data to make a better decision
• Problems are generally solved at the lowest level
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Issues Along The Way Towards Change
• Hiring freeze occurred; ITS funded position in HR was put on hold
• Decommissioning of main frame system accelerated; ITS resources
had to be redeployed
• HR presented multiple programming needs and had trouble
prioritizing; list seemed to grow and never shrink
• HR staff member struggled with learning new programming
language; in house training was not effective due to learning style
differences and personality clashes
• Top leadership changes
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Signs of Success
• Acknowledgement of HR staff regarding off hours availability
of ITS Staff
• Recognition of ITS’s desire to fund position regardless of hiring
freeze; position filled in Spring 2012
• Open communication regarding staff deficiencies in terms of
training and mid level leadership
• Request by HR staff that HR director talk to ITS leader on
issues; recognition that relationship was open
• More productive, less emotional meetings
• “Blaming” decreased as acceptance of limitations increased
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Signs of Success
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Laughing and joking in meetings and one on one
HR support for ITS employee as Employee of the Month
Acknowledgement of limited resources by ITS
Request of other departments to meet with ITS so they can
make same progress as HR (Imitation is the highest form of
flattery)
• Limited involvement of senior University leadership in the
transition showed confidence in the ability of the HR and IT
leaders to work together to resolve issues
• Issues are being resolved at lower levels within departments
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Organizational Culture July 2012
Change Management
Office of Human Resources
Information Technology Services
• Change is discussed before it
occurs; metrics now kept on
major processes
• Process improvement is part of
annual goal setting
• System enhancements
communicated before they occur
• Structural changes are discussed
with all parties involved before
occurring
• Tracking system in place for all ITS
work to help measure progress
and predict available resources
• Systems changes discussed
before they are made
• More communication with
functional groups from ITS
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Organizational Culture July 2012
Leadership
Office of Human Resources
• New leaders assumed positions in
payroll, benefits and employment
• Staff meetings of HR managers
take place bi-weekly with weekly
one-on-one with director to talk
about projects and goals
• Leadership opportunities given to
others as part of management
development
Information Technology Services
• Complete reorganization of ITS
• New management team in the
Banner group
• Monthly meetings for all ITS
managers and directors
• Management and leadership
development program
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Organizational Culture July 2012
Job Knowledge
Office of Human Resources
Information Technology Services
• Employees have been and will be
trained on needed skills
• Cross training is occurring in
payroll, benefits and employment
• Outside training offered to
enhance key skills
• Established professional
development budget
• Involved employees in
professional development and
training planning
• Engaged in planning for long-term
skills training
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Organizational Culture July 2012
Performance Measurements
Office of Human Resources
Information Technology Services
• Annual performance feedback is
given
• Managers are assessed on
department productivity and
leadership
• Performance issues are
immediately addressed
• Department objectives and goals
set as leadership team
• Annual performance feedback is
given throughout ITS
• Units meet at least monthly, if
not more often
• Performance issues are
immediately addressed
• Annual and longer-term goals and
objective set as department
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Organizational Culture July 2012
Work Environment
Office of Human Resources
Information Technology Services
• Mutual dependency is accepted
• Employees socialize outside of
work
• No crying; outburst significantly
minimized
• Monthly meetings with ITS and
other key departments are part
of regular functioning of
department
• Lack of teamwork is addressed;
working together is expected
• No more yelling, public outbursts
• Social committee established
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Monthly birthday parties
Summer BBQ
Holiday event
Baseball opening day
Halloween party
Charity work (New)
• Communication is key and failure
in communication is noted and
addressed
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Organizational Culture
Work In Progress
• Extinguish “blame” culture
• Continue training of ITS staff member in HR and increase knowledge
of system
• Fully cross training HR staff
• Continued communication up front on programming changes
• Complete unfinished processes
• Increase regular performance feedback
• Improve teamwork
• Integrate with other functional user governance
• Increase understanding of the data structure and what dependencies
exist within in
• Assess potential impact of University and system-level leadership
changes
• Accept limitations existing in both departments
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Lessons Learned
• Change cannot happen without leadership
commitment
• Post implementation planning is as important
as pre implementation planning
• Be strategic and intentional about staff
training
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