Creating Personal and
Institutional Value Through
Process Change
Karen Robilotta
Vice President, Human Resources
And
Dr. Robert Lazer
Director, Organizational Learning and
Development
CUPA-HR 2010 Annual Conference
September 22, 2010
“Technological innovations
and changes in business
processes overhaul Pace’s
management culture and
day-to-day operations”
From Pace University
Annual Report
2007-2008
Presidential Call to Action
In the summer of 2007, it was evident that a
rapid, internal turnaround was needed to shore
up Pace’s financial footing, stabilize and grow
enrollment, improve management of our human
resource and business processes and reduce
bureaucracy – all to assure our national
reputation for academic excellence.
Why Organizations Benefit from
Process Change
•
•
•
•
•
Structured and disciplined approach to
analyzing how work gets done
Requires cross-functional, cross University
collaboration
A driver of culture change
Knowledge is transferable
Measurable results
Competitiveness and Sustainability
• Key objective of process
improvement is to achieve
competitiveness
• Competitiveness translates to
improvement in bottom line
• Process changes should be
value adding to the
organization
© Mike Flanagan
Why Process Change Was
Right for Pace
• Processes were no longer adequate – time for
change
• Lack of competitiveness
• Need to update
• High cost of processes
• Being the leader – innovation
• Being a world-class competitor – Staying on top
• Responding to customer demands
Blueprint for Success
• The Task Master and the Teacher
• Structured Process Change Workshops
• Executive Sponsors
• Leader Selection
• Process Change Coaches
• Recognition
Architects of Change
•
William McGrath
SVP, Office of Administration
•
Dr. Christian Madu
Research Professor, Management Science
Structured Process Change
Workshops
•
•
•
•
•
Six two-hour morning sessions
Central campus location
Attendance “mandatory”
“Homework”
Frequent “report outs” and
presentations
Structured Process Change
Workshops - Topics
•
•
What is change?
Team Leadership
–
•
What is a process?
–
•
•
Building a cross-functional stakeholder team
Process mapping
Benchmarking, Focus Groups, Metrics
Problem-Solving Tools:
–
SWOT; 4 M’s
Examples of Process Change Projects
•
•
•
•
•
•
Moving English Placement Testing On-Line
Non-Salary Payments and Reimbursements Matrix
Digitalization of Student Records
Staff Separation Process
Budget Process Redesign
University-wide Scheduling and Event Management
System
• Faculty Appointment Letters
Role of Executive Sponsor
 Identifies potential projects for
process change
 Identifies process owner
 Nominates/selects process
change team leader
 Outlines the process need and
project expectations to leader
 Solicits appropriate support
from other schools/division
management council members
for process change initiative
Process Change Leaders
• High potential/high performer
• Ready for a new challenge
• Objectivity/influence/non-threatening/ best
practice
• You know who they are
Process Change Coaches
• Process change leader graduate
• Willing to provide advice and counsel; be a
“sounding board” without assuming project
leadership
• Willing to share knowledge and experience
• Willing to dedicate the time
Recognition
•
•
Annual Employee Recognition Events
Process Change Graduates
–
–
–
–
•
•
Participate
Improve
Measurable results
Present to President
Coaches
Take on larger-scale projects
What is a Process?
Collection of
interrelated tasks,
to solve a specific
problem.
How Do I Select a Process
• What are the processes I work with? And how do they affect
my job?
• Which units, departments, or individuals are affected by the
process output?
• Which people, facilities, equipment are involved in the
process value creation?
• What are the interdependence between the process and
other chain processes in the organization?
Exercise
•
•
•
•
Identify a process
Why does it need to change?
What will be the benefits of the
change?
Share with a “neighbor”
Steps in Process Change
1.
2.
3.
4.
5.
6.
7.
8.
Map out the present process
Understand the process
Observe the process in action
Identify problem spots
Collect data on the process performance
Analyze the data
Amend the process if possible
Conduct pilot study with the new
process
9. Monitor the process and adapt the
process
10.Implement the changes
Process for the Production of a Pin
1) ”One man draws out
the wire
2) another straights it
3) a third cuts it
4) a fourth points it
5) a fifth grinds it at the
top for receiving the
head…
6) to make the head
requires two or three
distinct operations…
7) to put it on is a
particular business
8) to whiten the pins is
another ...
9) and the important
business of making a
pin is, in this manner,
divided into about
eighteen distinct
operations…”
10) “… in some
manufactories are all
performed by distinct
hands, though in
others the same man
will sometime perform
two or three of them.”
What Do They Learn?
• The steps in process change
– Flow charting the process
• Types of process change
• Analytical and problem solving tools
• Change management strategies
• How to communicate and present
the results
The Flowchart
A flowchart is a graph that shows how a
process works by presenting the
sequence of activities in a process.
Problem Identification and
Documentation
Problem Analysis
Steps in
Process
Change
Design and Simulation
IS Prototype OK?
No
Yes
Implementation
Review and Monitoring
No
Is Process
Stable/Capable?
Yes
Continuous Improvement
No
Is Breakthrough Change
Needed?
Yes
Flow Chart
Exercise: Develop a Flow Chart
•
•
•
Develop a preliminary flow chart of your process
Where are the critical points in the flow chart?
What value do they create?
SWOT Analysis
Strengths
Recent purchase of new CMS with
powerful marketing modules/web servers
Staff: Recent hire of AVP of Marketing and
Communications and Director of Online
Communications
Institutional support
Weaknesses
Poorly designed and organized website
Website does not clearly target
prospective students
Largely invisible to search engine
Outdated CMS
SWOT
Opportunities
Achieve a competitive,
sustainable web presence
Implement differentiation strategy
Increase usability and accessibility
Integrate social networking
elements
Threats
Competing universities launching
new web designs
Financial crisis
4 M’s: Problem Identification
Man
• Logistically &
functionally
inefficient
• Communication
issues
• Non-student
friendly
Machinery
• Failure to utilize
& leverage
technology
Method
Material
• Inefficient &
inconsistent
procedures
• Costly and
environmentally
unfriendly
• Limited data
access
• Limited physical
space
Exercise: Create a 4M Statement
•
Using your project, identify the following causes
– Man (Human):
–
Machine:
–
Material:
–
Method:
What We Have Learned
 Who is really responsible for success?
 Executive sponsor ownership and involvement is crucial
 Process change can go through it’s own process change:
•
Less lecture
•
Coaches
•
Fewer tools
•
Clarity of problem
What We Have Learned
 Monitoring and follow-up is essential
 Process leader motivation and focus may lag
 Use process leaders as ambassadors
 Identification of the “right” person to lead a process change project is
central to success
 Go “big” after low hanging fruit has been picked
Interview with Matt Bonilla,
Director, User Services
Special Thanks
We wish to thank and
acknowledge the support
and contributions Dr.
Christian Madu for sharing
his knowledge and
workshop materials for this
presentation.
Questions???
Contact Us
•
•
Karen Robilotta, Vice President,
Human Resources:
krobilotta@pace.edu; 914-923-2637
Bob Lazer, Director, Organizational
Learning and Development:
rlazer@pace.edu; 914-923-2746