Building the Case for Change Oregon CUPA-HR Spring 2019 Conference March 8, 2019

Who am I… and why does that matter, anyway? Carolyn Warfield Oregon State University HR Business Partnerships Manager (2.5 years) carolyn.warfield@oregonstate.edu University of California, Berkeley Senior HR Operations Analyst, Campus Shared Services (3 years) University of California, Davis Human Resources Manager, Shared Services Center (2 years) Human Resources Manager, Mondavi Center for the Performing Arts (4.5 years) Payroll and Personnel Specialist, Offices of the Chancellor and Provost (3 years) Executive Recruitment Assistant, Offices of the Chancellor and Provost (3 years)

“I think we should do this differently.” Our story begins… “I think we should do this differently.” Scenario regarding

Write down your big idea I think we should stop creating paper folders to hold onboarding paperwork for new hires. I think we should revamp our ATS to feed information to our HRIS. I think we should color-code all of our shared email so that I only have to look at one color of email. I think we should restructure our HR services so we stop wasting time.

If we all know that change is needed, why is change so hard? Fear of the unknown Extra resources $$$ If we all know that change is needed, why is change so hard? Timing Time Convincing the right people Conflicting priorities

How (some) leaders make decisions Data-driven Influence-driven Concrete Often utilizes a particular methodology or set of assumptions Return on investment Concepts Particular people Particular roles Return on investment (Yes!) What return on investment really means in this context: Give to get.

Crafting Solutions How do I convince a leader to make a change? Take your idea from complaint to proposal by following SMART principles. How do I convince a leader to make a change? SMART applies to change, not just to goal-setting. Crafting Solutions

Applying SMART principles Specific Narrowing down what you really mean by ‘change this.’ Change it to what? Applying SMART principles

Rethink your big idea to make it SPECIFIC I think we should stop creating paper folders to hold onboarding paperwork for new hires. We should start using e-folders attached to onboarding appointments on our calendars for new hire paperwork.

Applying SMART principles Measurable What will we do differently? How will we know we achieved the change? How will we assess whether the change was successful? Applying SMART principles

Rethink your big idea to make it MEASURABLE I think we should stop creating paper folders to hold onboarding paperwork for new hires. We should start using e-folders attached to onboarding appointments on our calendars for new hire paperwork because we’ll save 15 minutes per onboarding appointment.

Applying SMART principles Attainable What resources are needed to make this change happen? What steps will be needed to make the change happen? What resources are available to us? How much of the change is within our direct control?? Applying SMART principles

Rethink your big idea to make it ATTAINABLE I think we should stop creating paper folders to hold onboarding paperwork for new hires. We should start using e-folders attached to onboarding appointments on our calendars for new hire paperwork because we’ll save 15 minutes per onboarding appointment. We can retrain the team within two weeks.

Applying SMART principles Reasonable What makes this change valuable to our institution? Applying SMART principles

Rethink your big idea to make it REASONABLE I think we should stop creating paper folders to hold onboarding paperwork for new hires. We should start using e-folders attached to onboarding appointments on our calendars for new hire paperwork because we’ll save 15 minutes per onboarding appointment. We can retrain the team within two weeks and it’s important we model technology best practices for our student hires.

Applying SMART principles Timely What else is on the horizon for our organization in a similar time window? Applying SMART principles

Rethink your big idea to make it TIMELY I think we should stop creating paper folders to hold onboarding paperwork for new hires. We should start using e-folders attached to onboarding appointments on our calendars for new hire paperwork before our next hiring surge because we’ll save 15 minutes per onboarding appointment. We can retrain the team within two weeks and it’s important we model technology best practices for our student hires.

Put it all together to create a Specific, Measurable, Attainable, Reasonable, Timely BIG IDEA We should start using e-folders attached to onboarding appointments on our calendars for new hire paperwork before our next hiring surge because we’ll save 15 minutes per onboarding appointment. We can retrain the team within two weeks and it’s important we model technology best practices for our student hires. We can save up to [50] hours in effort with this small change.

-Rear Admiral Grace Hopper The most dangerous phrase in our language is "we've always done it this way." -Rear Admiral Grace Hopper