Discussion Week 4: Strayer University Is Moving To A New HR

Discussion Week 4strayer University Is Moving To A New Hrpayroll Syst

Strayer University is transitioning to a new HR/Payroll system sponsored by Workday.com. As the overseer of stakeholder management for this year-long project, it is essential to identify key stakeholders and develop strategies to ensure their engagement throughout the implementation process. Effective stakeholder management is crucial for the success of the system integration, especially considering the geographical dispersion of stakeholders.

Key stakeholders at Strayer University include executive leadership, HR department staff, payroll staff, IT department, end-users (faculty and staff), and external vendors like Workday.com. Each stakeholder group has unique interests, influence levels, and communication needs that must be addressed for seamless adoption of the new HR/Payroll system.

Stakeholder Identification and Engagement Strategies

Executive Leadership

Senior management, including the university president and vice presidents, hold significant influence over project approval and resource allocation. Their engagement is critical for securing support and overcoming organizational resistance. Regular updates via executive briefings, dashboards, and strategic review meetings are effective methods to keep leadership informed and involved. Tailored communications emphasizing how the system aligns with strategic goals and improves operational efficiency will foster continued engagement.

HR and Payroll Departments

These departments are primary users of the new system and will be directly involved in testing, training, and feedback processes. Regular training sessions, workshops, and interactive webinars will ensure they are prepared for the transition. Maintaining open channels of communication through dedicated support teams and feedback surveys will facilitate their active participation and address concerns proactively.

IT Department

The IT team is responsible for system integration, security, and support during implementation. Engagement involves technical workshops, joint planning sessions, and ongoing coordination meetings to minimize system downtime and troubleshoot issues promptly. Employing project management tools and shared documentation ensures transparency and keeps the IT stakeholders involved throughout the project lifecycle.

End-users (Faculty and Staff)

Faculty and staff are end-users who will operate the new HR/Payroll system daily. Their buy-in is vital for successful adoption. Engagement strategies include conducting user training, creating user-friendly onboarding materials, and establishing feedback mechanisms such as surveys and focus groups. Remote engagement can be facilitated through virtual training platforms and online communication channels like Slack or Microsoft Teams.

External Vendors (Workday.com)

Vendor engagement involves regular meetings with the Workday project managers, progress reports, and adherence to agreed timelines. Clear communication regarding expectations, deliverables, and support issues ensures smooth collaboration. Utilizing collaborative project management tools such as Jira or Asana can improve coordination and accountability.

Methods to Keep Stakeholders Engaged

Given the geographical dispersion of stakeholders, a combination of digital communication methods and periodic in-person meetings (when possible) will be employed. Video conferencing platforms like Zoom or Microsoft Teams enable real-time engagement regardless of location. Monthly newsletters and status reports keep stakeholders informed on project progress and upcoming activities. Onsite visits and user training sessions at different campus locations will foster personal relationships and facilitate hands-on learning.

To ensure sustained engagement, it is essential to build a feedback loop that allows stakeholders to voice concerns and influence decision-making. Recognition of stakeholder contributions via acknowledgment during meetings or in project communications enhances their sense of ownership and commitment to the project's success.

Conclusion

Managing stakeholders effectively in the transition to a new HR/Payroll system at Strayer University requires a targeted approach tailored to each group's influence and needs. Combining regular, transparent communication with participatory strategies ensures stakeholders remain engaged and committed. Leveraging digital tools and face-to-face interactions will facilitate seamless collaboration across different locations and organizational levels, ultimately contributing to the successful implementation of Workday.com's system.

References

• Bourne, L. (2015). Stakeholder Engagement: The Game Changer for Large-Scale Projects. Gower Publishing.
• Freeman, R. E. (1984). Strategic Management: A Stakeholder Approach. Pitman Publishing Inc.
• Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. PMI.
• Carroll, A. B., & Buchholtz, A. K. (2014). Business and Society: Ethics, Sustainability, and Stakeholder Management. Cengage Learning.
• Heath, R., & Nelson, P. (2014). Managing Stakeholders. Routledge.
• Kelleher, J., & Martin, M. (2020). Digital Communication Strategies for Stakeholder Engagement. Journal of Organizational Change Management, 33(5), 854-872.
• Schwalbe, K. (2018). Information Technology Project Management. Cengage Learning.
• Verzuh, E. (2015). The Fast Forward MBA in Project Management. Wiley.
• Workday, Inc. (2020). Workday Human Capital Management: Implementation Overview. Workday Documentation.
• Wong, S. (2019). Effective Communication in Project Management. International Journal of Project Management, 37(7), 943-954.