Creating a Strategy for Change Before and During an LMS Implementation By Sandra A. Sallum & Sheila Grangeiro

2 Session Goals Know where you are going Develop strategies to lower resistance to change Identify stakeholders and their role in the change process

3 Approximately 12,000 full-time faculty and staff 15,600 Graduate and undergraduate students Three main campuses and several satellite operations throughout the South Florida area

4 Change as a consistent companion Change will be part of any process Prepare for it See change as an opportunity –Communication is your best tool –Identify audiences early –Have an education as well as a communication plan for different audiences –Keep audiences informed and active in the process –Look for opportunities to educate others on best practices

5 Creating a Change Management Plan Know where you are going –Without a vision, there’s no change management Be clear on your ultimate goal –Break down your vision and strategy into phases Have a change management plan for each phase by audience Always communicate why change is necessary (Whenever possible, use research to support change) –Stress opportunity and rewards WIIFM –Settle any fears about job security –Listen and incorporate feedback

6 Working Together to Effect Organizational Change “Partners-in-Change” Make your stakeholders part of your team The “leadership team” –Lead the process, always be the one in front –Start the process/set direction/provide resources Communicate the vision and keep the process moving forward!!!!

7 How Did We Do It? 2004: Request for department to take over a system for training record keeping and online access 24/7 –Opportunity to change Professional Development at UM by: Implementing a long-range learning strategy Using researched best practices to change the way training was designed and delivered Decentralizing training and allowing for Designers and Trainers to own their own pieces

8 Vision & Goal Use research-based best practices to develop learning-centric professional development experiences that can be measured and transferred to the job Tie professional development with performance evaluations that would be supported by a system of rewards and recognitions that recognized those working on their own professional development and skill gaps Allow for the learner and their manager to have control of their learning

9 Long Term Goal for the System Provide enterprise-wide learner centric environment Assist and track compliance training, career enhancement, development plans and competency development Report on competency and skill gaps to promote Succession planning Provide knowledge and collaboration center 365/24/7 Track coaching component (follow-up and ILT) and evaluation of learning Individualize learning to user groups

10 Change Management Strategy Identify a champion for change Re-align existing resources Increase course offerings and traffic through the system Set standards and model innovative behavior Get lateral buy-in as well as buy-in from leadership Partner with designers and SMEs

11 Create Excitement and Show Proof Keep the champion informed Communicate increasing traffic and online offerings available Collect data on system usage, participants’ feedback and managers’ comments Brand the system early Promote standards and best practices

12 First Steps Establish an infrastructure for the learning strategy –Ensure you have a change management plan Identify stakeholders and get them involved early –Educate practitioners on best practices for learning and professional development Professional Development Council Implement blended learning and expose organization to online learning –2004 – 0 WBL –2007 – 306 WBL

13 Work with Stakeholders Work at their level, but set the pace –Create standards; raise the bar and expectations –Provide guidelines and training on: Adult learning principles and tools New technologies and Instructional Design Moving stakeholders from lecture based presentations to training Ensuring that training offered by stakeholders is based on adult learning principles Using WBL to impart knowledge and focus ILT time to practice skills and appropriate behavior –Lead the way

14 Important Actions Align available resources Use available tools In the beginning, go for quantity Use what platform you have and show why you need something better –Collect user feedback and data –Show benefits to organization and to the bottom line Use data to create list of system and business requirements

15 Example of Data: Course Completions

16 When Selecting an LMS Select a system based on the business requirements validated by stakeholders System should: –promote your learning strategy –have room for growth (functionality) –be scalable Never make a decision based on content You can always buy it from somewhere else Make sure the company is viable and can be a good business partner –You will be in it together for the long haul

17 Selection of an LMS Have stakeholders preview final two systems Partner with vendor to showcase functionality that will be important to stakeholders –Collect feedback for stakeholders to make final decision –Ensure that you can live with either option –Report back on overall consensus Use stakeholders as ambassadors for change

18 Remember! It is not about a system, it is about the vision and learning strategy Secure top-down commitment Create change “vision/values” Plan for long term success! Organize self-directed work teams Develop your change allies Be patient! –Take the time to identify and celebrate little victories