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

2. Who am I… and why does that matter, anyway?
Carolyn Warfield Oregon State University HR Business Partnerships Manager (2.5 years) 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)

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

4. 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 so that I only have to look at one color of . I think we should restructure our HR services so we stop wasting time.

5. 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

6. 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.

7. 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

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

9. 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.

10. 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

11. 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.

12. 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

13. 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.

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

15. 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.

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

17. 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.

18. 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.

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