Enquiry & Contact Management Project
Stakeholder Engagement Strategy
Document Management
Distribution List
Name
Company
Position
Date
Leo Gillette
University of Adelaide
Project Manager
2/06/2014
G Martin, L Hill, D Lamb, C Cherry
University of Adelaide
Project Sponsors and
stakeholders
13/06/2014
M Gregory, A M Betros, J Carey, N University of Adelaide
Lippett
Technical Resources
13/06/2014
E&CM Board Members
Project Governance
17/06/2014
University of Adelaide
Version Control
Revision #
Change Description
1.0
Creation
2.0
3.0
Update following reviews with L Gillette
Update following presentation to G Martin, L Hill,
D Lamb and C Cherry
Communication Plan
Approval
Date
Author
R Gifford
12/06/2014
17/06/2014
R Gifford
R Gifford
Page 1 of 21
Registration
Project Name:
Enquiry & Contact Management
Contact Details:
Leo Gillette, E&CM Project Manager
8313 0966
leo.gillette@adelaide.edu.au
Robyn Gifford, Change Manager
0402 091 277
robyn.gifford@adelaide.edu.au
E&CM Project – Stakeholder Engagement Strategy
Page 2 of 21
Table of Contents
1. STAKEHOLDER ENGAGEMENT STRATEGY ......................................................................................................................................................... 4
1.1. Purpose and Objectives................................................................................................................................................................................. 4
1.2. Scope ............................................................................................................................................................................................................. 4
1.2.1. Defining and managing stakeholders throughout the Project .................................................................................................................. 4
1.2.2. Establishing and/or utilising engagement mechanism for target audiences ............................................................................................ 4
1.2.3. Monitoring the awareness, understanding, commitment and uptake of the proposed changes ............................................................ 4
1.3. Critical Success Factors.................................................................................................................................................................................. 6
1.4. Assumptions and Constraints........................................................................................................................................................................ 6
2.
DEFINING AND MANAGING STAKEHOLDERS ..................................................................................................................................................... 8
3. ENGAGEMENT MECHANISMS ........................................................................................................................................................................... 9
3.1. Overview of Engagement Mechanisms......................................................................................................................................................... 9
3.2. Work Streams .............................................................................................................................................................................................. 11
3.3. Process for Developing Procedures and Communication ........................................................................................................................... 12
3.4. Subject Matter Experts................................................................................................................................................................................ 13
3.5. Reference Groups........................................................................................................................................................................................ 14
3.6. Change Agents ............................................................................................................................................................................................. 16
3.7. Leadership Forums ...................................................................................................................................................................................... 17
3.7.1. Engaging Staff and Defining Expectations ............................................................................................................................................... 18
3.7.2. Reward & Recognition ............................................................................................................................................................................. 19
3.8. Customer Forums ........................................................................................................................................................................................ 20
4. MONITORING AWARENESS, UNDERSTANDING AND BUY-IN ......................................................................................................................... 20
4.1. Formal Reviews with Key Stakeholders ...................................................................................................................................................... 20
4.2. Surveys to Monitor Employee’s Awareness and Attitude to the Planned Changes ................................................................................... 21
4.3. Operational Metrics .................................................................................................................................................................................... 21
E&CM Project – Stakeholder Engagement Strategy
Page 3 of 21
1. STAKEHOLDER ENGAGEMENT STRATEGY
1.1.
Purpose and Objectives
The stakeholder engagement strategy is designed to achieve a level of support and participation appropriate for each individual and
team who will contribute to the success of the Enquiry & Contact Management (E&CM) Project. It will also be used to inform the
communication plan, which in addition to conveying relevant messages and satisfying information requirements, is instrumental in
providing feedback and engaging stakeholders throughout the E&CM Project.
The objectives of the stakeholder engagement strategy are to:
1.1.1. Ensure the Enquiry and Contact Management Project team understand and respond appropriately to the needs, interests
and concerns of those who are impacted by the planned changes
1.1.2. Manage the expectations of stakeholders in line with the scope, business requirements and deliverables of the Project
1.1.3. Make explicit the roles and responsibilities of stakeholders to facilitate change within their spheres of influence and
support them to take action
1.1.4. Establish consultative mechanisms to provide stakeholders with the opportunity to participate in designing, planning and
implementing change (as appropriate) and to build share ownership of solutions
1.2.
Scope
The stakeholder engagement strategy will address the needs of the Enquiry & Contact Management Project as documented within the
Draft Project Initiation Document (17/03/2014). It consists of the following major components:
1.2.1.
1.2.2.
1.2.3.
Defining and managing stakeholders throughout the Project
Establishing and/or utilising engagement mechanism for target audiences
Monitoring the awareness, understanding, commitment and uptake of the proposed changes
Excluded from scope is the broader engagement of stakeholders in the program of work associated with the University of Adelaide
Customer Relationship Management Strategy (as proposed by Customer Connect Australia - August 2013) because this is yet to be
E&CM Project – Stakeholder Engagement Strategy
Page 4 of 21
operationalised. Without clear objectives and priorities that are integrated with business plans and reflected in individual objectives, an
appropriate engagement strategy cannot be defined. The University’s established planning processes are the most appropriate
mechanisms by which these are achieved.
However, many stakeholders have imbued their expectations of the E&CM Project with broader needs to transform student services’
processes (to improve the student experience and work across structural boundaries as one University team). In addition, the E&CM
Project’s success will be judged on the basis of how well it provides a foundation for a single CRM platform for the University.
Consequently, stakeholder engagement will need to place the in-scope process design, data management and communications within
the broader context of the CRM and Student e Experience Strategies and integrate the three distinct but related streams of work:
E.g. Online access to the Knowledge Base and
integration with other online services
E.g. Data capture reflects the
lifecycle status and segmentation
defined for students, prospective
students and schools
E&CM Project – Stakeholder Engagement Strategy
E.g. Enquiry and contact
management processes (inbound and
outbound) and prospect pipeline
management; Process design
responds to customer expectations
and needs
Page 5 of 21
1.3.
Critical Success Factors
An effective approach to stakeholder engagement will require the following:
1.3.1. The changes associated with the Enquiry & Contact Management Project are defined clearly and at a sufficient level of
detail to identify all of the stakeholders who will be impacted.
1.3.2. The project plan is sufficiently detailed and stable to ensure stakeholder engagement is timed appropriately to deliver the
outcomes required.
1.3.3. The time required by staff to participate in both the project and change management activities is supported by relevant
leaders (i.e. outcomes, activity and time frames are agreed and relative priority is appropriately assigned). It is incumbent
upon the Project Team to define these requirements and provide reasonable notice to achieve this.
1.3.4. The University of Adelaide’s workforce is large, fractured and dispersed across many sites. Local perspectives will need to
be seen as subordinate to the common needs and objectives of the University. Departmental/Faculty level concerns and
needs must be understood and reflected in the alternatives considered and a preferred solution recommended for the
whole of the University.
1.3.5. A network of key influencers within and across portfolios and functions will be necessary to provide an effective catalyst
for change.
1.3.6. Recognition that the breadth and level of stakeholder engagement will change depending upon the phase of the E&CM
Project. Broad engagement by the centralised services of the DVCA, all Faculties, Marketing & Communications and the
University Engagement Branch will be necessary to design an enterprise solution for E&CM processes. However, the
deployment of the solution will only require the engagement of the in-scope Faculty and departments.
1.3.7. The voice of the customer must be present and authoritative when decisions which impact them are being made.
1.4.
Assumptions and Constraints
The assumptions and constraints upon which this strategy is based include the following:
1.4.1. The Change Manager position, specific to the E&CM Project, is funded until 30 June 2014. The new role (expected to be
at a program level within the DVCA or PMO) will be unable to directly manage stakeholders given their number, diversity
E&CM Project – Stakeholder Engagement Strategy
Page 6 of 21
and the program load. It follows that stakeholder management responsibilities for key players and teams will need to be
allocated to specific individuals. The role of a Change Manager will be to provide periodic review and tactical adjustment
as required. This devolved responsibility is consistent with line management’s change leadership role, but will require
additional coordination by some individuals for the duration of the E&CM Project.
1.4.2. The project funding to support active participation in the Project (i.e. back-fill) is adequate.
1.4.3. Managers are expected to lead and manage change within their teams as part of their role responsibilities. This is explicit
within the University’s current leadership capabilities and includes ensuring change benefits are realised by developing
clear performance objectives. Change leadership for the E&CM Project is expected to require specific objectives and
appropriate feedback mechanisms within the PDR process.
1.4.4. There is capacity within current budgets to reward and recognise desired behaviour change within teams and the
Division.
1.4.5. Current E&CM processes are fractured by function and Faculty and will not be documented. The impact of a consistent
process enabled by technology will be varied. Understanding this impact will need to be developed at a team level as the
new procedures are defined.
1.4.6. There is no format, nor consultative process, currently required for the development and approval of University wide
procedures. This process will be designed and agreed for the purposes of the E&CM Project.
1.4.7. The solution’s “out-of-the-box” process maps will be recognised as best practice and the basis for the implementation of
the University’s new E&CM processes. Any variations will be challenged and substantiated before approval is sought from
the E&CM Board.
1.4.8. Subject matter experts, guided by the Supplier and input from other Universities, will define the “to-be” procedures with
involvement from customers.
1.4.9. Student participation will be on a voluntary basis and the cost of any associated hospitality and recognition will be
accommodated within the Project budget.
1.4.10. There are established meeting structures that involve all levels of management which allow for the rapid cascade of
information and associated feedback from within the in-scope Faculty and departments.
E&CM Project – Stakeholder Engagement Strategy
Page 7 of 21
2. DEFINING AND MANAGING STAKEHOLDERS
The development and implementation of a stakeholder management plan will follow a well-recognised process. This is outlined below along
with the expected outcomes, person accountable and any dependencies within the overall Project Plan:
Process
Outcomes
Accountability
Timing & Dependencies
Stakeholder
identification and
analysis
Develop stakeholder
management strategies
and plan
Stakeholders, their commitments &
concerns, current and target level of
engagement are documented
Assign responsibility for individual and
team stakeholders.
Change
Manager
May
Change
Manager
June
Execute stakeholder
management plan
Monitor outcomes and
take corrective action
Engagement mechanisms are defined
and agreed.
Sign off by
Project
Manager
Stakeholders levels of engagement are
maintained or increased to the target
level.
As per plan
Plan updated monthly
Change
Manager
Any risks to the Project’s success are
escalated to the E&CM Project Board.
Change
Manager
E&CM Project – Stakeholder Engagement Strategy
Project Plan is sufficiently detailed and stable to align
stakeholder communications with key milestones
and/or activities. Relevant line managers support
assigned responsibilities (as required) and reflect them
in PDRs.
June – Conclusion of Project
Project specific engagement mechanisms are
established.
June – Conclusion of Project
As required
Page 8 of 21
The responsibilities of those assigned to an individual stakeholder are as follows:




Take an active role in communicating relevant information in a way that resonates with their audience and builds awareness,
understanding and commitment to the change
Understand and stay current with the commitments and concerns of stakeholders throughout the lifecycle of the project and to
provide feedback to the Project Team
Monitor the effectiveness of stakeholder management strategies, adjust them and/or escalate concerns to the Change Manager
as required
Update the stakeholder management plan each month
The Project Team will brief responsible individuals prior to any planned communications with their assigned stakeholders and advise them
of any ad-hoc communications that occur as soon as possible after the event.
3. ENGAGEMENT MECHANISMS
3.1.
Overview of Engagement Mechanisms
Engagement mechanisms may be characterised as bottom-up, middle-out or top-down and are most effective when used together to
facilitate change. In addition to BAU meetings, the following engagement and consultative mechanisms will be established and/or
utilised:
MECHANISM
SUBJECT MATTER
EXPERTS (SMEs)
(Organised around work
streams)
PURPOSE
 Lead the definition and documentation of UoA approach,
process and content, as appropriate
 Consult and involve stakeholders to develop buy-in and
support
 Guide the development and coordinate test plans (user
acceptance)
 Provide input into training and support strategies to
effectively implement the solution
E&CM Project – Stakeholder Engagement Strategy
ROLE
 Accountable for Project Team
deliverables
 Consult across teams, with external
parties (i.e. supplier, other Universities)
and customers, as appropriate
 Understand the impact of change and
ensure the rationale and benefits are
communicated
 Support key users
Page 9 of 21
REFERENCE GROUPS
(Nominated to
participate as their
team’s representative in
specific work stream
activities)




CHANGE AGENTS

(Organised around
departments/Faculties)



LEADERSHIP FORUMS





CUSTOMER FORUMS
AND FEEDBACK
MECHANISMS
Ensure local needs and concerns are understood when
alternatives are being identified and/or evaluated by the
Project Team/SMEs
Provide input and review new UoA approaches, processes
and content, as appropriate
Ensure new “whole of University” approaches add value to
customers and staff
As a key user, develop early competence in the use of the
solution
Provide input and review change management strategies
and plans
Encourage and support consistent application of change
management tools
Facilitate cultural change (align values, thinking and
behaviour; build energy and momentum)
Give feedback on the extent and impact of the change
management activities within their department(s)/Faculty
Actively engage Leaders in managing change
Provide a structured process by which communication and
participation occur
Establish clear expectations and accountability
Provide change management tools
Identify and recognise early wins
 To co-create new “whole of University” approaches that
take account of customers’ needs, expectations and
preferences
 Shift an internal perspective (“what we do”) to an external
customer focus
 Integrate relevant measurement with BAU processes (i.e.
service level agreements, satisfaction, value)
E&CM Project – Stakeholder Engagement Strategy





Consult within their teams
Contribute knowledge and end user
perspective
Assist in evaluating the impact of change
on end users
Advocate new approaches and their
benefits
Support end users

Assist in coordination of activities to fit
within BAU schedules
 Assist with the development and
implementation of the communication
plan
 Monitor stakeholder engagement
 Coach and support Managers
 Model change
 Enable the participation of staff in key
project activities
 Regularly reinforce key messages, share
information and provide feedback
 Lead the individuals in their team through
the transition
 Recognise and reward staff for their
contribution to the change
 Identify and prioritise opportunities to
improve customer satisfaction (for
within scope processes/content)
 Develop criteria/measures for judging
success
 Provide feedback to guide progress
Page 10 of 21
3.2.
Work Streams
Distinct Work Streams will be used to frame project deliverables, provide accountability for the Project Team and focus consultation
with and involvement of stakeholders. There are five proposed work streams based on the E&CM Project’s current scope (these are
subject to confirmation by the Supplier):
WORK STREAM
ENQUIRY &
CONTACT
MANAGEMENT
(Email, F2F,
Phone)
PROSPECTIVE
STUDENTS
(Lead Capture &
Management)
MARKETING
CAMPAIGN
SERVICES
(Lead
Generation &
Administration)
TASKS
 Determine contact that should be recorded
 Develop process for responding to enquiries (incl. registration process,
prioritisation, allocation to queues, scripting responses, setting appointments)
 Define Service level Agreements, responsibilities for centralised Student Services,
Faculties, Schools and Academics and opportunities for workforce optimisation
 Design measures and reports to track progress (status) and performance
 Integrate customer feedback into the E&CM process (BAU)
 Case Management (TBD)
 Develop the lifecycle, segmentation and value propositions for prospective
students and schools
 Develop UG pipeline management process (with and without Agent involvement)
 Define contact management processes for Schools and International Agents
 Determine standard reports and key performance indicators
 Design campaign work flow
 Creation of client lists
 Process for content development and approval
 Personalisation and variations
 Guidelines for contact management (e.g. maximum number of contacts within a
given period)
 Campaign management (i.e. track, analyse and respond)
 Define process for generating leads for post graduate study from current students
 Standard reports and KPIs
E&CM Project – Stakeholder Engagement Strategy
SME (LEAD)
Student Administration
Office for Future Students
Faculty of Professions
Page 11 of 21
KNOWLEDGE BASE 
(Self-Service/ Web
Enquiry)


TECHNICAL &
SYSTEM
ADMINISTRATION









3.3.
Develop framework (i.e. categories, scope, define Q&A from customer
perspective)
Coordinate development of sufficient content for “Go Live”
Define process for ongoing governance and maintenance of content (i.e. style
guides; process to author, review, approve and publish)
Determine KPIs and standard reports to support ongoing improvement
Integrate with UoA internet/intranet site
Identity management and de-duping
Data definition and management (e.g. updating databases, single source of
truth)
Development of use cases and configuration plan (incl. prototyping)
Workspaces
Specify and plan for data migration and integration (e.g. PeopleSoft, exchange,
single sign on)
Coordinate testing (incl. functionality, security and performance)
Deployment of the software (incl. environment and mobility specifications)
Ask Adelaide
Technical Resources
Process for Developing Procedures and Communication
Each Work Stream will need to produce documentation that:




defines the planned changes
identifies those impacted by the changes
outlines the benefits of those changes for specific target audiences
describe the new work procedures in sufficient detail to allow for their consistent execution across the University
This content will take the form of University of Adelaide procedures and Project communication. The process for developing and
approving procedures and relevant communications is recommended as follows:
E&CM Project – Stakeholder Engagement Strategy
Page 12 of 21
3.4.
Subject Matter Experts
Subject Matter Experts (SMEs) will be identified to lead Project Work Streams, as members of the E&CM Project Team. These
individuals will be sourced from teams whose functional responsibilities will be significantly impacted by the E&CM solution and they
will participate in the following activities:
1. As the lead for a Project Work Stream, define and document the new UoA approach, guided by the Out-Of-The Box Solution
process, existing Faculty of the Professions configuration (if relevant), common needs across the University and customers’
expectations
E&CM Project – Stakeholder Engagement Strategy
Page 13 of 21
2. Explore the impact of the changes on local teams to assist with communication and change management activities:
 Is it easy to understand?
 Does it cover the scope of tasks currently undertaken?
 How does this compare to the current way of doing things?
 What are the advantages and disadvantages of the proposed changes?
 How can we make this work? What support will be required?
3. Assist in the development of use cases and testing of the E&CM solution
4. Participate in the development of training materials and support to users after “Go Live”
The proposed selection criteria for SMEs are:





3.5.
Will be directly impacted by the deployment of the E&CM Solution (and their work stream outcomes specifically)
Recognised by stakeholders as authoritative in the work stream domain and an appropriate lead for the design of a whole of
University approach (e.g. experience provides the broadest perspective on requirements and/or impact)
Well respected and influential across teams
Willing and able to take a significant role in the Project (Note: their substantive roles may be back-filled)
Strong influencing, relationship building and organisational skills
Reference Groups
Changes to E&CM processes will have a significant impact on the day to day work of student services and marketing staff that are
dispersed across multiple departments, Faculties, Schools and sites. These groups are instrumental to the successful implementation of
the planned changes and the impact of them may be far-reaching and include:




Decision making authority (e.g. implementing process changes that respond only to local needs or requests)
Day-to-day task execution, due to a drop in confidence and competency when the new procedures and solution are
introduced
Role responsibilities (e.g. centralisation and/or decentralisation of functions, changes in service standards and expectations
that may impact on work volume)
Perceived standing within their local work teams (e.g. will they be perceived as less efficient, knowledgeable or supportive in
meeting the demands of clients and/or staff?)
E&CM Project – Stakeholder Engagement Strategy
Page 14 of 21
Each team impacted by the E&CM changes (both in the Phase 1 deployment and subsequent roll out to other Faculties and
departments) may nominate an individual as a reference person for the SME(s) of a relevant work stream(s). This will ensure that broad
consultation is afforded to develop an appropriate University wide approach.
The remit of the Reference Group is to:
 guide the development of a University wide approach via consultative processes and validation of the proposed solution
 provide guidance on the local impact of the proposed changes (incl. perceived pros and cons)
 participate in the testing of the solution, attend pilot training (and provide feedback for improvement), as able
 support end users within their team after “Go Live”
These activities will place Reference Group participants “ahead of the curve” in terms of their awareness and understanding of how
proposed changes will impact roles and work-loads. Their buy-in and commitment, alongside their line manager, will largely determine
the success of the change process within their teams.
The proposed selection criteria for Reference Group participants are:
 Will be a Key User of the process and/or content being developed
 Currently recognised as a “go to” person within their teams
 Willing and able to take an active role in the Project
 Well respected and influential within their teams
 Good communication skills
 Positive attitude and open to change
 Quick learner
It is recommended that at the end of the E&CM Project, the Reference Group for each Work Stream consider if there is value in
continuing to meet as a “Community of Practice” from across the University. This would provide an ongoing opportunity to learn from
each other’s experience, respond to issues or needs as they arise and drive continuous improvement. It could also provide a forum for
identifying learning needs and providing updates or training as required.
E&CM Project – Stakeholder Engagement Strategy
Page 15 of 21
3.6.
Change Agents
Change Agents may be identified for departments or Faculties that are significantly affected by the new E&CM solution and their role
will be to focus on the people side of the change process, namely:





Ensuring consistent messages and expectations are communicated in a way that resonates with their target audiences
Monitoring the level of engagement of key stakeholders and updating the stakeholder management plan each month
Assist in scheduling project activities for their Faculty/department to meet Project requirements and recognise competing
demands
Monitoring the effectiveness of the change management activities
Working alongside Managers to support them in leading change within their teams, including the behavioural and mind-set
shifts required (this may include co-ordination of a reward and recognition program)
The Change Agent will be required to have an overall view of the project plan activities (including change management) and will be the
chief contact point for the Change Manager.
Change Agents are expected to participate in the following activities:
1. A Workshop at the commencement of each key stage of the E&CM Project (Design, Build & Test, Deploy) to review the
planned E&CM Project activities, focus for the Change Agent role and provide an opportunity for practical application of
relevant change management tools (e.g. benefits templates, mind-set shift, defining success from customer and staff
perspective, momentum for change)
2. Monthly meetings with the Change Manager to monitor progress and update the change management plans , as required
(including communications, stakeholder and training)
3. Review key communications intended for their departments and/or Faculty, as per the communications plan
4. Provide support and coaching to managers, as required
The proposed selection criteria for Change Agents are:



Working within a Department or Faculty that is significantly impacted by the proposed changes
Well regarded within their Faculty/Department by both Senior Management and front line staff
Willing and able to take an active role in the Project
E&CM Project – Stakeholder Engagement Strategy
Page 16 of 21



Demonstrated leadership capability
Good interpersonal skills, particularly listening and influencing
Ideally, some training or facilitation experience
Given the current scope of the E&CM Project, Change Agents from Faculties other than the Professions are only expected to participate
in this capacity until the Design and Build Phases are completed. More than one Change Agent may be selected for an area, depending
upon the size and scope of the teams affected and the capacity of the individuals to undertake the required activities of the role.
Similarly, the change agent role may be allocated to Line Managers if they have the capacity and capability to undertake these activities.
3.7.
Leadership Forums
The “counter-culture” aspects of the Project will require a very strong top-down approach in which Executives communicate consistent
messages and expectations for managers and employees to drive and implement the desired changes. This includes the need to
implement an enterprise wide CRM platform, remove unnecessary variation in customer processes (that add no value) and strive to
better understand, connect and serve customers.
Active and visible executive sponsorship is a significant contributor to Project success. Involving them early and ensuring they are active
and visible throughout the project will be a focus for the stakeholder management strategy. To take into account the capacity of Senior
Executives, it is proposed that Pascale Quester, Leah Hill and Gary Martin form a sponsorship coalition to lead the E&CM Project.
The role of the Sponsor is to:





Demonstrate senor management’s ongoing commitment to the E&CM Project
Deliver organisation level messages about why the change is needed and how it aligns with the University’s direction
Communicate expectations and utilise accountability mechanisms for leaders
Provide a role model and reward and recognise the desired behaviour and culture change
Assist in the resolution of issues that threaten the success of the E&CM Project
Managers of Marketing and Student Services and Administration staff will be a significant target audience because their change
leadership capability may be tested by the scope and nature of the planned changes. They are also the preferred communicator of
messages at the local level. These individuals will have a more significant role to play in terms of supporting their employees to adopt
and accept the new procedures, recognising their achievements and preventing and/or eliminating work-arounds.
E&CM Project – Stakeholder Engagement Strategy
Page 17 of 21
The project will utilise a number of ways to engage relevant management:
1. Regular, one-on-one meetings will be held with sponsors to provide updates and identify opportunities for visible and active
participation in the change.
2. Direct consultation (by the Project Team/Change Agents) with Managers within the Faculties, departments and functions, as
appropriate to the nature and content of the change (e.g. BAU management meetings, workshops or one-on-one meetings)
3. Instruction and clear expectations communicated via Executive Management, largely using the established meeting structures
4. Updating PDRs to reflect the Project objectives and change leadership expectations of managers
5. Feedback on the level of adoption and effectiveness of the new procedures through appropriate measures (as determined by
the work stream teams). This information will support managers to manage the transition in terms of both employee
attitudes and uptake of the new procedures.
Managers’ role in engaging staff, defining expectations and encouraging change through formal reward and recognition are outlined
below:
3.7.1.
Engaging Staff and Defining Expectations
Mangers are best placed to engage their staff in the change process and to support their individual transition. This process begins
with their awareness of the nature of the changes, why they are necessary and the benefits they will deliver. Often communication
strategies focus on the “telling” component of this engagement process. Whilst it is important to provide consistent organisational
messages, it is equally important to discuss benefits of the Enquiry & Contact Management Project at a local level. Managers are best
place to engage:


their teams in identifying benefits for them, their customers and the University and how they can contribute to them
individual staff via one-on-one discussions on how they perceive the changes, their pros and cons and “what’s in it for me?”
There are two formal management mechanisms by which role and performance expectations are communicated, namely position
descriptions and personal development reviews. Updating these documents to reflect both the contribution of individuals to
successful project and position outcomes and to provide role clarity are important steps for managers. These tools provide both a
short term focus and ongoing sustainability for the change process and their formality sends a clear signal to staff.
E&CM Project – Stakeholder Engagement Strategy
Page 18 of 21
3.7.2.
Reward & Recognition
The “counter-culture” characteristics of developing a whole of University approach that responds to the needs, preference and
expectations of customers will require strong management of change at multiple levels. A unified message from senior leaders and a
consistent set of expectations for behaviour change will be essential to drive appropriate behaviour change.
Student Support Officers/Enquiry Staff are a critical target audience for the proposed changes. These individuals will potentially feel
they are being asked to do more work and take on more responsibility as they adopt new ways of working. Their Managers will have
a critical role to play in encouraging and supporting their adoption of the new procedures.
Reward and recognition are important levers to reinforce the new behaviours and attitudes associated with the planned changes.
This will be critical in the period when employees and managers are testing out the new procedures and building their competence
and confidence in the new system. It will also be an important mechanism through which leaders communicate what is valued
moving forward and ought to be high profile to facilitate the culture change required.
Teamwork across structural boundaries, putting the greater good for the University above local needs, tailoring services to a deep
understanding of customers’ needs and delivering service excellence are noteworthy demonstrations of the desired culture. The
specific behaviour changes indicative of the desired culture are described below:
FROM
TO
Activity focus
Outcome focus
Point in time service excellence
Proactively create value over time
Act within span of control
Shared ownership across boundaries
Inside-out thinking
Outside-in thinking
Treat customers the same
Treat customers differently based on need and value
E&CM Project – Stakeholder Engagement Strategy
Page 19 of 21
Management may choose public or private forums for the ad hoc recognition of staff, depending on the circumstances and employee
preferences. In addition, nomination for the DVCA Professional Staff Awards, culminating in an annual award (for individuals and
teams) can provide a forum in which to showcase and celebrate the achievements of staff.
3.8.
Customer Forums
It is essential for the E&CM Project to model the changes it seeks to create and to respond to the voice of the customer as heard in the
development of the Student e-Experience Strategy. This creates several opportunities:


The induction process for each Work Stream team should include relevant criteria for a successful outcome, based on the
student’s perspective expressed within the SeS
Seeking design input/validation from customers for the development of the knowledgebase and E&CM processes
4. MONITORING AWARENESS, UNDERSTANDING AND BUY-IN
In addition to on-going feedback and the monthly reviews of the stakeholder management plan, the success of the change management
approach will be monitored through three principle mechanisms:
4.1.
Formal Reviews with Key Stakeholders
A mid-project review will be conducted with relevant management teams in each of the in-scope departments/Faculties. It is
anticipated that this can be scheduled to coincide with regular meetings and will focus discussions on:




What’s working?
What’s not working?
What’s missing?
What’s working but adding no value?
The outcome of these reviews will be used to adjust the change management approach as appropriate.
E&CM Project – Stakeholder Engagement Strategy
Page 20 of 21
4.2.
Surveys to Monitor Employee’s Awareness and Attitude to the Planned Changes
These will be limited to the staff that are pivotal to the successful adoption of new work procedures and occur at three intervals:
 after the initial communication launch which will commence after the Investment Committee endorsement of the
business case (expected early June)
 following the project team’s development of University procedures which will coincide with a Manager/SME
communication to affected staff and publishing of draft documentation
 After training and prior to “Go Live”
4.3.
Operational Metrics
To support and encourage employees and managers to adopt the new procedures operational metrics will be made visible. This will
allow the benefits to be tracked, monitor how quickly the transition is occurring and focus managers on the areas that need their
support and direction.
It is important that these metrics are framed in terms of the desired behaviour as well as the planned benefits for the change. Ideally
these metrics would be available on a weekly basis during the transition period (anticipated to be 3 months or until the targets are
achieved). These measures should be developed in consultation with the work stream teams to ensure they are meaningful and
pragmatic to implement.
It is recommended that baseline measures be established to demonstrate that benefits have been realised post-implementation. These
near-term measures are expected to drive the benefits contained within the business case and may include:




the number of enquiries, by type and channel
% of enquiries that must be referred on for resolution
Number of prospective student leads captured and % followed up
Customer Satisfaction
E&CM Project – Stakeholder Engagement Strategy
Page 21 of 21