leading organizational change and building strategic partnerships sherrie senkfor and jennifer...

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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 EdwardsvilleHistory 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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Information Technology Services

• Little communication to campus about the change process

• The volume of communication was high but the quality was low

• Communication was often with the wrong people in user groups

• The expectations of the users and IT staff were never aligned

Office of Human Resources

• Little to no communication to campus community regarding process changes

• No training to develop new skills needed for conversion and implementation

• Assumptions made by ITS regarding roles and responsibilities for HR staff but no communication occurred with key stakeholders in HR

• No understanding of time commitment for implementation after system went live

Organizational Culture July 2008 Lack of Change Management

“Why Isn’t Linda Printing My Report Anymore?”

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Organizational Culture July 2008 Lack of Leadership


• Former HR Director left Fall 2007• Assistant HR Director-Employment

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


• 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 2008Lack of Necessary Job Knowledge


• 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 2008No Performance Standards or Feedback


• 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 2008Overall Work Environment


• 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


• 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 2008Overall Work Environment


• 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”


• 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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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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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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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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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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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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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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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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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

• 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 2012Change Management


• 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 2012Leadership


• 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


• 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 2012Job Knowledge


• 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 2012Performance Measurements

Office of Human Resources• 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

Information Technology Services• 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 2012Work Environment

Office of Human Resources• 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

– 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 CultureWork 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

leading organizational change and building strategic partnerships sherrie senkfor and jennifer...

Documents

hr staff

new hr director

new skills new

sungard banner hr

hr department

new environment

campus system

organizational culture