Change Management Strategy Enquiry & Contact Management Project June 2014 Perceptions & Performance Purpose High Expectations Better than before Realise Effort & Complexity Reduce the depth & duration of the dip Time Light at the end of the tunnel Frustration University of Adelaide 2 Scope and Objectives Stakeholder Engagement Communication Training & Development Understand and respond to needs, interests and concerns Active and visible sponsorship Identify the skills, knowledge and behaviours required Manage expectations Make explicit roles and responsibilities Build and maintain awareness and understanding of the need for change Training and job aides (e.g. quick reference guides) Build shared ownership of solutions through participation Information in the right format, at the right time and with the desired impact University of Adelaide Opportunities for practice and feedback To Be Designed 3 Change Management Strategies Process Change Individual Transition Design Configure Test Deploy University of Adelaide Awareness Desire Knowledge Ability to Reinforce of need to change to support & participate of how to change & sustain the change implement skills & behaviour Sponsorship, Leadership, Communication Participation, Coaching, Managing Resistance Training, Coaching Sponsorship, Coaching, Reward & Recognition 4 Managing Stakeholders • Identify stakeholders Low • Understand needs, interests, Impact concerns and attitude to change • Manage according to influence and impact • Assign responsibility High Influence High Impact Low Influence No. Unknown Resistance Acceptance Supporter Advocate Key Player 24 1 2 2 13 6 Keep Satisfied 17 7 6 4 Keep Informed 15 9 3 2 Minimal Effort 11 6 4 1 67 23 15 20 University of Adelaide 2 1 7 5 5 Work Streams Led by Subject Matter Experts Prospective Students Marketing Campaign Services (Lead Capture & Management) (Lead Generation & Administration) Contact recorded Responding to enquiries SLAs, responsibilities & opportunities for workforce optimisation Measures and reports to track progress Integrate customer feedback into the BAU process Case Management TBD Lifecycle, segments & value propositions for prospective students & schools UG pipeline management (with & without Agents) Contact management for Schools and Agencies KPIs and standard reports Campaign work flow Client lists Content development & approval Personalisation & variations Contact management guidelines Track, analyse and respond to campaign outcomes Generating leads for PG study KPIs and standard reports Framework Development of content for “Go Live” Content governance and maintenance (i.e. author, review, approve & publish) Integrate with internet/intranet KPIs and standard reports Student Administration Office Future Students Faculty of Professions Ask Adelaide Enquiry & Contact Management (Email, F2F, Phone) University of Adelaide Knowledge Base (Self-Service/Web Enquiry) Technical & Systems Administration Identity management & deduping Data definition & management Development of use cases & configuration plan Workspaces Data migration & integration Testing Deployment Technical Services - Neil Feakin 6 Critical & Multi-faceted Role for Managers Process Focus People Focus Work Streams E&CM (incl. Case Management) Prospective Student Lead Mgmt. Outbound Marketing Knowledgebase Technical Team & Individual Awareness Desire Knowledge Ability Reinforcement Sponsor/ Senior Leaders Consulted/Validate UoA approach Understand impact on local process Participate in testing & pilot training (as able) Support end users Reference Group University of Adelaide Managers Change Agent Consulted/Validate Change Management approach Tailor communication for local teams Monitor engagement Support Managers 7 Process for Developing Procedures & Communication Preparation Design UoA Approach Communication & Confirmation Select SMEs Review best practice based on OOTB solution and other University practice Brief Managers and Change Agents who then tailor communication to local team(s) Induct SMEs Consult/involve Reference Group to validate design and provide feedback on local impact Manager/Reference Group describe/ explore change with staff and provide feedback to SME Confirm & communicate Work Stream outcomes & design/configure process Utilise fit for purpose customer forums (as appropriate) SME finalises recommendation , submits to E&CM Board for approval and confirms outcomes with stakeholders Select & brief Reference Group participants Document recommended approach. Develop communication with Change Manager Managers confirm outcome with staff University of Adelaide 8 Communication – Key Messages Managers will receive communication templates to support their active role in the communication plan. These will be based upon the following key messages: Our Purpose: To deliver an enterprise solution for enquiry and contact management and a foundation for an integrated customer relationship management platform for the University What is the strategic intent? E&CM is the first phase in a longer term program that focuses on customers as a strategic priority To improve our customers overall experience by understanding, connecting and serving them better Customer insight and operational analytics will help us deliver cost-effective services How will this be executed? Our relationships with customers will be coordinated on a “whole of University” basis Our communications will be customised to meet the needs, interests and preferences of our customers Technology will enable an integrated, single view of customers over time and all channels of communication What are the benefits? A distinct and professional reputation that “future proofs” the University in a highly competitive and consumer driven market Increase the mutual value of customer relationships over time Greater capacity for selfservice, continuity in service delivery and better use of resources University of Adelaide 9 Communication – Tailor Content & Level of Detail to the Audience University Wide • All University Employees • University Engagement Branch • Marketing & Communications • Technology Services • Online Media • Technology Services University of Adelaide In-Scope Faculties & Departments • All DVCA Employees • DVCA Management • DVCA Faculty Group Strategic Intent High Level Implementation Detailed Implementation • • • • Faculty Executive Teams Faculty Offices Executive Director Mgmt. Team Student Services & Admin Team • • • • • • • All Faculty Marketing Ask Adelaide Student Administration Office of Future Students International Office Faculty of The Professions All Faculty/School Student Services (Design & Configuration focus) 10 Evaluating Stakeholder Management & Communication Monthly reviews of stakeholder plan Mid-project review with relevant management teams What’s working?, What’s not working?, What’s missing?, What’s working but adding no value? Surveys to monitor employee’s awareness & attitude to the change After the initial communication launch After publishing new University procedures After training and prior to “Go Live” Operational Metrics (incl. baseline measures) No. of enquiries, by type and channel % of enquiries referred on for resolution No. of prospective student leads captured and % followed up Customer Satisfaction University of Adelaide 11 Plan – Next Ten Weeks June 2014 July 2014 August 2014 Launch Communications Developed Project Launch Presentations/emails Managers (Benefits discussion with team, 1 on 1) Select/induct SMEs and Change Agents SMEs confirm Work Stream outcomes and process Reference Groups selected SME Consultation process Newsletter Intranet Site Staff Survey Stakeholder Review University of Adelaide 12 Items for decision: Seek approval to: Implement the Stakeholder Engagement Strategy Implement the Communication Strategy and Plan Commence Project Launch with DVCA Faculty Group (27th June) University of Adelaide 13