Training and Change Management Tips
Training and Change Management Tips: The Ever Changing World of Student Services Session #1392
Presenter • Jennifer Love – Assistant Director, One Stop Student Services, University of Minnesota - Twin Cities – M.A. Counseling in Higher Education, University of Delaware
Presentation Summary • Background of the University of Minnesota and One Stop Student Services. • Introduction to changes occurring at the University and One Stop. • Strategies and discussion tools on how to engage staff at different stages of change. • What’s next?
WHAT IS ONE STOP STUDENT SERVICES?
One Stop Student Services Mission One Stop’s Mission Statement: To provide quality professional service in the areas of enrollment, financial aid, billing, and payments, in support of students’ academic and financial objectives.
University of Minnesota- Twin Cities Campus • Urban, dual-location campus in both Minneapolis and Saint Paul • University of Minnesota Twin Cities is one of five campuses including: – Duluth – Crookston – Morris – Rochester • Over 64,000 students enrolled on all 5 campuses
Organizational Structure President
Senior VP Academic Affairs & Provost
Vice Provost-Undergraduate Education
Academic Support Resources (ASR)
One Stop Student Services
Office of Student Finance
Office of the Registrar
Office of Classroom Management
Continuity & Compliance
ASR-IT
One Stop Quality Standards • Knowledgeable – Professional, Experienced, Informed • Empathetic – Understanding, Sensitive, Compassionate
• Friendly – Cheerful, Approachable, Kind, Welcoming • Efficient – Timely, Accurate, Well Organized,
Resourceful
Modes of Service Delivery Web & Portal
Outreach
E-mail Customer Service
Phone
Inperson
Training Program • Formal training on student life-cycle • Testing knowledge after each stage of life-cycle – Role playing – Real student scenarios – Asking other staff questions
• Mentorship and shadowing • Completion party!
• Continuous refresher training
People Soft Upgrade/New Portal
2 MAJOR CHANGES Constituent Relationship Management (CRM) Integration
PS Upgrade/New Portal • Moving from 8.9 to 9.0 student information system • Outdated processes and untapped potential • Creation of a portal for students and others to do business • 83 million dollar project
Changes Impacting One Stop • Changing the way students/parents and others do business with the university – – – –
Financial aid Registration Billing Every day tasks
• Changing how staff engage with the system and answer questions
CRM Implementation (Constituent resource management)
• Use Salesforce • On-boarded all One Stop counselors – Phones (manually, but hopefully soon) – In person (go live in April) – Email (live January 2014)
• Training, management and expectations
STRATEGIES AND DISCUSSION TOOLS
“Leading Change” (Kotter, 1996) 1. 2. 3. 4. 5. 6. 7. 8.
Establishing sense of urgency Create a guiding collation Develop a vision or strategy Communicating the change vision Empowering employees for broad based action Short-term wins Consolidating gains and producing more change Anchoring new approaches in the culture
Progress to date – – – – – – – – – – – –
Created a change management team Involvement in decision making Reviewing documentation of changes Providing feedback on changes Piloting/testing changes Emails/newsletters Demos Town Halls Inviting in professionals of change Talking openly about concerns/issues with the changes Celebration Training documentation-independence
Creating our “Coalition” • Created a change management committee within our unit – Works in tandem with larger change management, training and communication team – Develops goals, organizes events, focused on what is important to communicate – Help make decisions on what information should be shared
Involvement, Decisions and Communication • Make sure to have staff involved in the decision making if possible • Review documentation of what is changing to be knowledgeable • Create transparency in the process of communicating changes
Providing Feedback of Changes
Example of a feedback log sent out to all One Stop Counselors to note any issues, concerns or feedback they wish to provide. This log is monitored by change management team members regularly.
Piloting New Changes • Testing out the new technologies first • Getting hands on experience to the front-line staff • Ease • Comfort • Knowledge • Experts
Emails/Newsletters • “Counselors Call” – One Stop newsletter • Upgrade newsletters • Emails about important changes
Demos •
•
Providing visual examples of what is going to change. Sometimes this can be challenging as things change each day, but we use the disclaimer that this is where development stands right nowsubject to change
Town Halls • • • •
Determine who is the audience What do you want to accomplish? Who will coordinate them? How will you communicate them so others attend?
Inviting Other Professionals • Office of Human Resources provided professional staff to come speak about the general reactions to change in office settings. • Change management team reviewed research and popular change management resources.
Discussions About Change • Talk openly about concerns and issues • Use structures you may already have in place - or create them. – Staff meetings – In-service – Refresher training schedules – Online “groups”
Celebrate! • CRM launch party • Feeling appreciated for making it!
Importance of Training Documentation
WHAT NEXT?
What’s Next? • Focusing on the student communications • Usability testing – Plan, coordinate and test communications – Deciding to over communicate rather than under communicate
• Increasing involvement of staff in all respects • Reviewing training documents, methods, materials in preparation
Contact Jennifer Love at [email protected]
QUESTIONS? References: Kotter, J.P. (1996). Leading change. Boston, MA: Harvard Business School Press.
Presenter • Jennifer Love – Assistant Director, One Stop Student Services, University of Minnesota - Twin Cities – M.A. Counseling in Higher Education, University of Delaware
Presentation Summary • Background of the University of Minnesota and One Stop Student Services. • Introduction to changes occurring at the University and One Stop. • Strategies and discussion tools on how to engage staff at different stages of change. • What’s next?
WHAT IS ONE STOP STUDENT SERVICES?
One Stop Student Services Mission One Stop’s Mission Statement: To provide quality professional service in the areas of enrollment, financial aid, billing, and payments, in support of students’ academic and financial objectives.
University of Minnesota- Twin Cities Campus • Urban, dual-location campus in both Minneapolis and Saint Paul • University of Minnesota Twin Cities is one of five campuses including: – Duluth – Crookston – Morris – Rochester • Over 64,000 students enrolled on all 5 campuses
Organizational Structure President
Senior VP Academic Affairs & Provost
Vice Provost-Undergraduate Education
Academic Support Resources (ASR)
One Stop Student Services
Office of Student Finance
Office of the Registrar
Office of Classroom Management
Continuity & Compliance
ASR-IT
One Stop Quality Standards • Knowledgeable – Professional, Experienced, Informed • Empathetic – Understanding, Sensitive, Compassionate
• Friendly – Cheerful, Approachable, Kind, Welcoming • Efficient – Timely, Accurate, Well Organized,
Resourceful
Modes of Service Delivery Web & Portal
Outreach
E-mail Customer Service
Phone
Inperson
Training Program • Formal training on student life-cycle • Testing knowledge after each stage of life-cycle – Role playing – Real student scenarios – Asking other staff questions
• Mentorship and shadowing • Completion party!
• Continuous refresher training
People Soft Upgrade/New Portal
2 MAJOR CHANGES Constituent Relationship Management (CRM) Integration
PS Upgrade/New Portal • Moving from 8.9 to 9.0 student information system • Outdated processes and untapped potential • Creation of a portal for students and others to do business • 83 million dollar project
Changes Impacting One Stop • Changing the way students/parents and others do business with the university – – – –
Financial aid Registration Billing Every day tasks
• Changing how staff engage with the system and answer questions
CRM Implementation (Constituent resource management)
• Use Salesforce • On-boarded all One Stop counselors – Phones (manually, but hopefully soon) – In person (go live in April) – Email (live January 2014)
• Training, management and expectations
STRATEGIES AND DISCUSSION TOOLS
“Leading Change” (Kotter, 1996) 1. 2. 3. 4. 5. 6. 7. 8.
Establishing sense of urgency Create a guiding collation Develop a vision or strategy Communicating the change vision Empowering employees for broad based action Short-term wins Consolidating gains and producing more change Anchoring new approaches in the culture
Progress to date – – – – – – – – – – – –
Created a change management team Involvement in decision making Reviewing documentation of changes Providing feedback on changes Piloting/testing changes Emails/newsletters Demos Town Halls Inviting in professionals of change Talking openly about concerns/issues with the changes Celebration Training documentation-independence
Creating our “Coalition” • Created a change management committee within our unit – Works in tandem with larger change management, training and communication team – Develops goals, organizes events, focused on what is important to communicate – Help make decisions on what information should be shared
Involvement, Decisions and Communication • Make sure to have staff involved in the decision making if possible • Review documentation of what is changing to be knowledgeable • Create transparency in the process of communicating changes
Providing Feedback of Changes
Example of a feedback log sent out to all One Stop Counselors to note any issues, concerns or feedback they wish to provide. This log is monitored by change management team members regularly.
Piloting New Changes • Testing out the new technologies first • Getting hands on experience to the front-line staff • Ease • Comfort • Knowledge • Experts
Emails/Newsletters • “Counselors Call” – One Stop newsletter • Upgrade newsletters • Emails about important changes
Demos •
•
Providing visual examples of what is going to change. Sometimes this can be challenging as things change each day, but we use the disclaimer that this is where development stands right nowsubject to change
Town Halls • • • •
Determine who is the audience What do you want to accomplish? Who will coordinate them? How will you communicate them so others attend?
Inviting Other Professionals • Office of Human Resources provided professional staff to come speak about the general reactions to change in office settings. • Change management team reviewed research and popular change management resources.
Discussions About Change • Talk openly about concerns and issues • Use structures you may already have in place - or create them. – Staff meetings – In-service – Refresher training schedules – Online “groups”
Celebrate! • CRM launch party • Feeling appreciated for making it!
Importance of Training Documentation
WHAT NEXT?
What’s Next? • Focusing on the student communications • Usability testing – Plan, coordinate and test communications – Deciding to over communicate rather than under communicate
• Increasing involvement of staff in all respects • Reviewing training documents, methods, materials in preparation
Contact Jennifer Love at [email protected]
QUESTIONS? References: Kotter, J.P. (1996). Leading change. Boston, MA: Harvard Business School Press.
