Discussion: Stakeholder Involvement At Strayer University

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Strayer University is transitioning to a new HR/payroll system sponsored by Workday.com. As the designated stakeholder management overseer for this project, it is essential to identify key stakeholders within the organization and develop strategies to ensure their consistent engagement throughout the year-long implementation process. Effective stakeholder management is critical to project success, particularly in a large organization with geographically dispersed stakeholders.

Key stakeholders at Strayer University include senior leadership, HR and payroll department staff, IT department, faculty members, administrative staff, and external vendors associated with Workday. Each stakeholder group possesses specific interests, influence levels, and communication needs that must be addressed with tailored engagement strategies.

Senior leadership, including the university president, vice presidents, and the CIO, are influential decision-makers who can allocate resources and support organizational change. Regular briefings, strategic updates, and executive summaries are effective methods to keep them engaged and aligned with project goals. Weekly or bi-weekly meetings, supplemented with dashboards and progress reports, will help maintain transparency and foster their continued buy-in.

The HR and payroll teams are primary users of the new system and thus are critical stakeholders. To facilitate their engagement, hands-on training sessions, feedback forums, and pilot testing phases should be organized. These activities ensure that their concerns are addressed early, and they become champions of the new system within the organization.

The IT department plays a vital role in integration, security, and technical support. Regular coordination meetings, project documentation, and status updates via collaborative tools such as SharePoint or Slack will facilitate ongoing communication. Engaging IT early ensures smooth technical implementation and reduces resistance stemming from technical uncertainties.

Faculty and administrative staff, although indirectly affected, need to be informed of how the transition impacts their workflows. Conducting informational sessions, creating user-friendly guides, and establishing help desk support will help ease their adaptation process. Virtual town halls and email newsletters can be effective, considering their diverse locations across various campuses and offices.

External vendors, primarily Workday representatives, require ongoing collaboration and clear communication channels. Regular project review meetings, shared project dashboards, and escalation procedures should be established to ensure their active participation and timely resolution of issues.

To accommodate stakeholders located outside the headquarters in Herndon, VA, virtual communication methods such as video conferencing, webinars, and online collaborative platforms will be primarily utilized. This approach ensures inclusiveness, minimizes travel costs, and adheres to flexible work arrangements. Additionally, scheduling regular check-ins and providing accessible documentation will promote ongoing engagement regardless of geographic barriers.

Overall, an effective stakeholder management plan for this project involves identifying stakeholders, understanding their needs and influence, and utilizing tailored communication and engagement strategies. Consistent, transparent communication and active involvement will foster stakeholder support, mitigate resistance, and contribute to a successful transition to the new HR/payroll system at Strayer University.

Paper For Above instruction

Stakeholder engagement is a critical component of successful project management, particularly in complex organizational initiatives such as the implementation of a new HR/payroll system. The transition of Strayer University to Workday’s platform exemplifies a significant change that necessitates thorough stakeholder management to ensure acceptance, smooth implementation, and realization of intended benefits. This paper discusses the key stakeholders involved in this project and explores effective strategies to maintain their engagement throughout the year-long transition process, considering geographical dispersion and varying interests.

Identifying Key Stakeholders

In the context of Strayer University’s HR/payroll system upgrade, key stakeholders encompass a broad spectrum of individuals and groups. Senior leadership, including the university president, vice presidents, and Chief Information Officer (CIO), are decision-makers whose support influences resource availability and strategic alignment. These leaders require high-level updates, strategic alignment sessions, and progress reports to sustain their support. Their influence is vital for overcoming organizational resistance and facilitating policy adjustments needed for the successful implementation of the new system.

The HR and payroll departments are primary users and thus pivotal stakeholders. They will orchestrate the day-to-day operations of the new system and serve as its internal champions. Engaging these teams through workshops, training sessions, and pilot testing phases ensures they are comfortable with the new processes, can provide feedback, and advocate for the system’s benefits within the organization.

The IT department, responsible for technical integration, security, and ongoing support, plays a crucial role. Their engagement involves continuous communication, documentation sharing, and participation in technical planning to address potential integration issues early on. Effective collaboration with IT reduces risks related to technical failures and security breaches that could derail project milestones.

Faculty members and administrative staff, although indirectly impacted, constitute important stakeholder groups whose acceptance impacts overall adoption. Informational sessions, user guides, and feedback channels tailored for their needs facilitate their understanding of the transition. Virtual town halls and email communications are particularly effective given their dispersed locations across multiple campuses or remote work settings.

External vendors, primarily representatives from Workday, are also key stakeholders. They provide technical support, system customization, and training. Regular meetings and shared project dashboards help maintain clarity and transparency between internal teams and external vendors, leading to efficient problem resolution and timely project milestones achievement.

Engagement Strategies for Geographically Dispersed Stakeholders

Since many stakeholders are not co-located with the headquarters in Herndon, VA, virtual communication tools will be the core strategy. Video conferencing platforms like Zoom or Microsoft Teams enable face-to-face interactions, fostering rapport and clearer communication. Webinars and online training modules serve the dual purpose of instruction and engagement, especially for faculty and administrative staff who may not be able to attend in-person sessions.

Online collaboration platforms such as SharePoint or Slack facilitate document sharing, real-time updates, and asynchronous communication, which are crucial for maintaining ongoing engagement across different locations and time zones. Scheduling regular check-in calls and updating shared dashboards ensures all stakeholders are kept informed of project progress and issues.

Creating accessible documentation, FAQs, and self-help resources also empowers stakeholders to seek information independently and reduces dependence on formal meetings alone. Providing dedicated helpdesk support addresses immediate concerns, builds trust, and demonstrates organizational commitment to stakeholder needs.

Furthermore, leveraging digital communication reduces costs and logistical challenges associated with in-person meetings. Combined with flexible scheduling and asynchronous communication, these methods foster a participative environment conducive to project success.

In conclusion, managing stakeholder engagement in the context of Strayer University’s HR/payroll system transition requires a strategic blend of tailored communication, regular updates, and leveraging digital tools to bridge geographic divides. Recognizing individual stakeholder needs and influence levels allows for customized engagement plans that promote collaboration, reduce resistance, and ensure the smooth and successful adoption of the new system.

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