September 19, 2017 Hub ballroom Student Experience Redesign (SER) Advisory Board Meeting Team Members Working Group: Culture of Service Deliverable: Service Culture Training Marc Fournier Khaseem Davis Patricia Coray Amy Snyder Shelby Kruczek Andrew Krell  Jessica Biddle Melissa Thierry Rachel Cleaver Develop a service culture training model at Mason that will enhance and promote a culture that is student/constituent centered. Students do not always feel their voices are being heard, and they don’t understand why changes occur. All students should encounter proactive, coordinated and nurturing interactions and services in every part of the institution. (Blackboard, Mason Analysis Final Page 75) Existing rules and assumptions do not result in the intended quality student experience. Interpretation of policies, intent, and practice are often out-of-alignment. Perspective or voice from faculty or administration (Blackboard, Mason Analysis Final Page 75) Students, faculty and staff are not receiving communication that results in appropriate awareness, action and understanding September 19, 2017 Hub ballroom

Our Big Idea Adapt* Develop* Align Apply Upskill Problem Statement: restate challenge Value: restate Evidence from previous chart (1-2 qualitative/quantitative points) Our Big Idea Develop (Quick Win) Select Model of Service Partner- RFP​ Consultative Review​ Assessment and Benchmarking from Existing and new data​ Develop quantitative and qualitative measurement tool ​ Develop Service Standards aligned around Blackboard and additional reviews Adapt (Quick Win) Brand the Service Culture Program​ Baseline Curriculum ​ Cross Department Rallies ​ (4) 150ppl each​ Why customer/constituent service is important​ Review assessment information​ Begins customized curriculum​ Utilize Cross Functional Champions and work with teams to apply to Mason​ Adapt* Develop* Align Sustain Staff appropriately for ongoing training​ Communicate progress monthly​ Provide resource and support mechanisms and retraining tools​ Integrate Culture of Service​ into all external publications​ Peer Culture Takes Over Align Align/Modify structures ​ Maintain senior executive ​ communications ​ Leadership knows/Understands​ supports communication efforts​ Apply Service Culture Training After Adapt- say those are the quick wins that will occur by June of 2018 Apply Train the trainer sessions ​ Cross functional champs​ 4 session 30 attendees​ Quantitative dashboard​ Service metrics​ Training metrics ​ Continuous feedback loop​ Upskill Upskill Monthly departmental training facilitated by Cross Functional Champions​/Trainers Continued Training through​ orientations and in-service​

Problem Statement: restate challenge Value: restate Evidence from previous chart (1-2 qualitative/quantitative points) CRM Implications Culture of Service Alignment/Integration  with CRM  DEVELOP Consultative Review- Culture of Service Quick Wins Assessment/Benchmarking Data (Qualitative and Quantitative metrics) developed and housed within CRM for use and communication Work with CRM team to identify Culture and business process changes that would improve the usage of the CRM tool Build training that incorporates CRM usage, business process changes, standards, and cultural expectations APPLY Train the trainer sessions  Cross functional Service Culture champions as part of CRM project to ensure their feedback is integrated 4 session 30 attendees – integrate CRM use into sessions Track training through CRM Utilize CRM for post service student feedback Service metrics – post CRM/culture training implementation Compare metrics to Assessment and Benchmarking (Pre- CRM/Culture) for comparison Continuous feedback loop Use CRM to gather, evaluate, and update training as new techniques or models are designed Require periodic training on CRM/culture, or retraining if metrics are not meeting expectations Service Culture Training Improve service to students/constituents: An enterprise CRM holds the promise of a unified approach to student services, informed by a common dataset.  The CRM project will require changes to business processes in order to accommodate the new technology.  This will require training the university community on how to use the new technology in a service focused manner.   The CRM, and the training for it, can be designed to incorporate cultural changes so that new expectations and altered business practices can help optimize the CRM usage and constituent experience.   Improve service to students: An enterprise CRM holds the promise of a unified approach to student services, informed by a common dataset. The CRM project will require changes to business processes in order to accommodate the new technology.  This will require training the university community on the new technology.  The CRM, and the training for it, can be designed to incorporate cultural changes so that new expectations and altered business practices can help optimize the CRM usage and experience.  

Quick Win The Steps Engage Partner for Culture Alignment Select a vendor and define the University culture alignment effort The Steps Work with Executive leadership on goals and budget Refine requirements for consulting engagement Deliverables, success criteria, metrics Create RFP and selection committee Pursue RFP selection Initializing the engagement (Define desired changes and planning) Workshop with vendor, project team, and executive leadership Finalize Training Identify participants (Early engagement groups) Initial metrics and assessment Workshops 2-4 training sessions with priority groups Assessing Success – compare post training metrics A Note about “quick wins” and Culture change Culture change is not a quick process, and backslides easily if focus and effort and not continuously applied.

Examples of Service Culture Training in H.E. Training Modules Understanding Service Culture Understanding Your Constituent Effective Communication Service Basics Personal Accountability Attitude of Service Exceeding Expectations Navigating Service Excellence Create a consistently delightful, productive and instructive dialogue between our students, faculty and staff. Accessibility, flexibility and inclusive interactions between community members. Students, specifically, believe that we are acting on their behalf because we create experiences that make them believe so. Enhance constituents interaction with and promote brand loyalty University System of Georgia- Art of Customer Service – Ready to Serve Coastal Carolina – Feel the Teal ODU – Service Standards VCU – Customer Service Compass Points