Strayer University Is Moving To A New Payroll System

Strayer University Is Moving To A New Hrpayroll System That Is Sponso

Strayer University is moving to a new HR/payroll system that is sponsored by a firm called Workday.com. You have been asked to oversee the stakeholder management aspects of this project. Identify some of the key stakeholders at Strayer and describe how you plan to keep them engaged during your year-long project. Be sure to include the appropriate methods since not all of your stakeholders are located at the HQ office in Herndon, VA. Support your comments with citations from Quality Academic References (QARs) from recognized authorities in the field.

Paper For Above instruction

Effective stakeholder management is crucial for the successful implementation of a new HR/payroll system at Strayer University, especially given the geographic dispersion of stakeholders and the complexity of organizational change. Identifying and engaging key stakeholders throughout the project lifecycle ensures that their needs are addressed, resistance minimized, and overall project goals are achieved with alignment and support. This paper discusses key stakeholders involved in the project and proposes strategies for maintaining their engagement, supported by academic sources recognized as authorities in project management and organizational change.

Identification of Key Stakeholders at Strayer University

The first step in stakeholder management is the identification of all parties impacted by or involved in the new HR/payroll system implementation. Key stakeholders at Strayer University include the executive leadership team, HR department personnel, payroll specialists, IT department, faculty and staff, campus administrators (especially those outside of Herndon, VA), and external vendors like Workday.com.

The executive leadership team, including the President and Vice Presidents, are critical stakeholders because they provide strategic direction, allocate resources, and endorse the project. Their engagement influences organizational buy-in and can accelerate decision-making processes (Bourne, 2015). HR personnel and payroll specialists are direct users of the system and must be involved to ensure that the system meets operational needs and is user-friendly. The IT department handles integration and technical support, making their active participation essential for smooth implementation (PMI, 2017). Faculty and staff at various campuses, including those outside Herndon, need to be kept informed and trained to facilitate adoption and minimize resistance. External vendors, including Workday, are responsible for the system’s deployment and ongoing support.

Engagement Strategies for Diverse and Distributed Stakeholders

Given the geographic spread of stakeholders and the long duration of the project, tailored engagement strategies are necessary. Regular communication is fundamental; therefore, a multi-channel communication plan utilizing email updates, virtual meetings, and dedicated collaboration platforms like Microsoft Teams or Slack should be established (Larson & Gray, 2017). Virtual meetings ensure real-time engagement with remote stakeholders, fostering a sense of inclusion and immediacy that cannot be achieved through email alone.

Additionally, informational webinars or town hall meetings can be scheduled periodically to provide updates, demonstrate system features, and address stakeholder questions. For stakeholders outside of Herndon, regional conference calls or video conferences are effective in reducing travel costs while maintaining personal interaction (Project Management Institute, 2017). It is also beneficial to develop a stakeholder register and engagement plan, categorizing stakeholders based on their influence and interest, to tailor communication frequency and methods accordingly (Bourne, 2019).

Change Management and Training

Since system implementation involves organizational change, integrating change management practices such as Kotter's 8-Step Change Model or ADKAR framework is vital. Providing comprehensive training and support tailored to various stakeholder groups enhances confidence and competence in using the new system (Hiatt, 2006). Training sessions should be delivered through a blend of online tutorials, live webinars, and on-site workshops when feasible. Post-implementation support, such as help desks or user forums, helps sustain engagement over time (Cameron & Green, 2015).

Monitoring and Feedback

Continuous monitoring of stakeholder engagement levels through surveys, feedback forms, and informal check-ins allows adaptive management of stakeholder relationships (Thamhain, 2013). Recognizing stakeholder contributions and addressing concerns promptly maintains trust and encourages active participation, which are critical in complex projects like this.

Conclusion

Successfully managing stakeholders in Strayer University’s HR/payroll system project involves identifying all affected parties, implementing tailored communication and engagement strategies, and applying change management best practices. Leveraging digital communication platforms ensures inclusivity for geographically dispersed stakeholders, while regular updates and feedback loops promote trust and collaboration. Academic literature emphasizes that proactive stakeholder engagement increases project success rates and organizational acceptance of system changes (Bourne, 2015; PMI, 2017). By maintaining transparent, consistent, and responsive engagement approaches, the project team can foster a supportive environment conducive to successful system adoption.

References

Cameron, E., & Green, M. (2015). Making sense of change management. Kogan Page Publishers.

Hiatt, J. (2006). ADKAR: A model for change in business, government, and our community. Prosci Research.

Larson, E., & Gray, C. (2017). Project management: The managerial process (7th ed.). McGraw-Hill Education.

Bourne, L. (2015). Stakeholder relationship management: A maturity model for integrated enterprise engagement. Routledge.

Bourne, L. (2019). Managing stakeholder relationships. Routledge.

Project Management Institute. (2017). A guide to the project management body of knowledge (PMBOK® Guide) (6th ed.). PMI.

Thamhain, H. J. (2013). Managing stakeholder influence in project execution. Project Management Journal, 44(6), 29-42.

Note: Additional references are academic journals and authoritative project management guides emphasizing stakeholder engagement strategies in organizational change initiatives.