Administrative Process Improvement Project. Leadership Review July 12, TSI Transforming Solutions, Inc.

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Theodore Elliott
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1 Administrative Process Improvement Project Leadership Review July 12, 2010 TSI Transforming Solutions, Inc. 1

2 Agenda GA Project Status Update Change Management o Context o The GA project o Leadership role Proposed Future Structure min min min 2 2

3 Strategic GA Project Goals and Purpose Dr Raines, December 3, excerpts: o Implement Major Process Improvements Across The Entire Institution. Realize Significant Gains in Efficiency and Effectiveness UM Strategic Goal: Campus Culture and Service Excellence, via: o Embrace Shared Governance o Open Decision Making o Adherence to high quality service (agree and join in) (know what to do) (put it into practice) Tactical Improve a Pilot Process and Answer these questions: How should the GA appointment process operate? How can existing technologies be leveraged? How can UM maintain adoption of these processes? How can UM implement further process changes alone? 3 3

Making o Adherence to high quality service (agree and join in) (know what to do) (put it into practice) Tactical Improve a Pilot Process and Answer these questions: How

4 GA Project Status Update Quick Hits Identified and communicated Responsiveness lukewarm, insufficient New GA Process EPAF vs. PeopleAdmin development Extensive user involvement Modified pilot and timeline Spring 2011 Live Goal remains on track (Oct 11) Budgets clarified Reduce bottleneck Annual appointment Dean signoff optional N/A for summer work Pg 1 not required 4 4

PeopleAdmin development Extensive user involvement Modified pilot and timeline Spring 2011

5 GA Project Status Update TO BANNER E P A F GA (Re)Appointment 1500 every semester at least 5 sheets/copy 1500 every year 3 webforms + E-Contract one copy online 5 5

6 GA Project Status Update EPAF s will be initiated, approved, and tracked using Employee Self-Service. 6 6

7 GA Project Status Update Item Current Value New Value Jobs Effective Date: MM/DD/YYYY 05/31/ /01/2010 Personnel Date: MM/DD/YYYY 05/31/2010 Annual Salary: 7920 Factor: 9 8 Pays: 9 8 Job Status: (Not Overrideable) Terminated A Job Change Reason: (Not Overrideable) EOCN BOCN Step: (Not Overrideable) 0 Current values from Banner INB will automatically populate the EPAF forms, greatly reducing preparation time and keying errors. The department enters only fields which must be updated. 7 7

Reason: (Not Overrideable) EOCN BOCN Step: (Not Overrideable) 0 Current values from Banner INB will automatically populate

8 GA Project Status Update Project Team GA Implementation Timeline: Starting: EPAF and E-contract Design Done Development and Testing By 7/15 User Testing By 7/26 Pilot departments Go Live By 10/4 Campus Wide-Spring 2011 GA online process Go Live 10/

and Testing By 7/15 User Testing By 7/26 Pilot departments Go

9 Change Management - Context Academic Activities Managing a $430MM+ Enterprise Business Model Innovation 9 9

Innovation http://highereducationmanagement.

10 Change Management Why is this project so important? To show you are committed to: Change Compliance in executing Service Excellence in a way the University has not seen. Strategic Goal: Campus Culture & Service Excellence: Embrace Shared Governance (agree and join in) Open Decision Making (know what to do) Adherence to high quality service (put it into practice) Dr. Raines 12/3/09 excerpt: we will all be required to do things differently, and sometimes do different things in our work 10 10

Strategic Goal: Campus Culture & Service Excellence: Embrace Shared Governance (agree and join in) Open Decision Making

11 Service Excellence Move forward: Clear vision Smart People Perseverance Resources Window of Opportunity Slow or Stop: Misunderstood vision Bandwidth to Change Frustration Hit Bumps Distractions Disagreement on direction What will win? 11

Misunderstood vision Bandwidth to Change Frustration Hit

12 Change Readiness: Current Assessment On a scale of 1 to 10 (10= organization ALWAYS displays this characteristic and 1= organization NEVER displays it): 1. Executive Leadership and Support 2. Capacity to change 3. Predisposition toward improvement 4. Clarity of destination 5. Resources to implement change 6. Alignment of the project s improvement objectives with the organization s mission, vision, values and objectives Score What It Means 54 and up Top 10% - well positioned for success Baseline level, avoid danger zone Very risky unless Sponsor is strong Below 42 Suggest wait, save time, avoid failure 12 12

Alignment of the project s improvement objectives with the organization s mission, vision, values and objectives Score What It Means 54 and up Top 10% -

13 Sustainability of Change- Reminder What creates sustainability? Sustainability is an Outcome of: Initial Project Performance via Effective Participation and Compliance + Change Management Strategy + Effective Governance + Knowledge Transfer + Communications 13 13

Effective Participation and Compliance + Change Management

14 Change Management Since April: o people have spent ~2,000 hours working on improving one process o They have made great progress, learned a lot, faced issues and dealt with most of them Now they need you to: o Help them Succeed over the last mile o Lead the change o Change the way you lead so you can expect others to change 14 14

and dealt with most of them Now they need you to: o Help them Succeed over the last

15 Change Management Your responsibility: Remove any obstacles Assign required resources and priorities Measure and monitor closely Communicate your requirements of all parties to make this happen And Recommending Modify Performance Appraisal/Annual Review Form: o Demonstrates ability to lead change OR adapt to change o Achieves improvements in admin. process and policy compliance o Displays expertise in use of relevant admin software tools 15 15

Performance Appraisal/Annual Review Form: o Demonstrates ability to lead change OR adapt to change o Achieves

16 Critical Success Factors for Change 1. CM starts with tone at the top explicit commitment 2. Has the President clearly communicated strategy how pervasively is it understood and believed? 3. Tie messaging and decisions to strategy/business context 4. Align individual and unit performance targets/incentives with desired CM and goals 5. Measure progress and recognize success 6. Allow for mistakes and for lessons to be learned 7. Maintain a sense of URGENCY 8. Don t let perfection get in the way of improvement 9. Never think you have communicated too much, too often 16 16

Tie messaging and decisions to strategy/business context 4.

17 SE & PI Governance & Implementation SE=Service Excellence PI=Process Improvement Proposed Organization Structure 17 17

18 Q & A 18 18

19 Thank you! 19 19

INTRODUCTION PERFORMANCE MANAGEMENT PROCESS AND TIMELINE PERFORMANCE MANAGEMENT USER GUIDE (REVISED APRIL 1, 2016)

INTRODUCTION PERFORMANCE MANAGEMENT PROCESS AND TIMELINE PERFORMANCE MANAGEMENT USER GUIDE (REVISED APRIL 1, 2016) INTRODUCTION The Office of Human Resources (HR) would like to announce the launch of the online Performance Management system. The Performance Management system is an online evaluative tool for Administrative