Key Stakeholders at Strayer

In overseeing the stakeholder management for Strayer University’s transition to Workday’s HR and payroll system, identifying key stakeholders and establishing effective communication strategies is critical for a successful rollout. Here’s a breakdown of key stakeholders and how I would plan to keep them engaged:

Key Stakeholders

1. Senior Leadership – University executives and departmental heads who prioritize streamlined processes, improved efficiency, and financial oversight.
2. HR Department – This team will have a hands-on role in system configuration, data migration, and training. They are instrumental for successful integration and operational functionality.
3. Finance and Payroll Teams – Directly impacted by any changes in payroll and financial reporting processes; they’ll require specific training and reassurance about accuracy and compliance.
4. IT Department – Responsible for ensuring technical infrastructure supports Workday and integrates seamlessly with other university systems.
5. Faculty and Staff – As end users, they need to understand the new system’s benefits and learn to navigate it smoothly.
6. Student Services and Administrative Staff – Indirectly affected by any operational shifts that could impact payroll or HR resources.

Engagement and Communication Plan

Given the year-long project timeline and the geographical distribution of stakeholders, my plan would involve multiple engagement and communication methods to keep everyone informed and engaged.

1. Regular Project Updates

• Monthly Newsletters: Provide concise project updates, key milestones, and upcoming changes. These will be distributed electronically to all stakeholders and available on the internal portal for easy access.
• Quarterly Webinars: Virtual sessions for comprehensive updates on progress and to address questions, focusing on major milestones and any required actions.

2. Stakeholder-Specific Communication Channels

• Senior Leadership: Host quarterly briefings and executive summaries to keep leadership informed on progress, potential risks, and decision points. These can be in person for HQ executives or via virtual meetings for remote leaders.
• HR, Payroll, and Finance Teams: Conduct biweekly project meetings with these groups, which will be central to the transition. These meetings can be hybrid to accommodate team members outside HQ.
• IT Department: Schedule regular check-ins to ensure technical support aligns with project needs, particularly for data security, compliance, and integration. A collaborative project management tool (e.g., Asana or Jira) can keep the IT team aligned with any evolving requirements.

3. Training and Support Initiatives

• Interactive Training Sessions: Schedule training sessions by role, using both in-person (for HQ) and virtual formats (for remote locations). Recordings and supplemental training materials will be accessible on the internal learning platform.
• On-Demand Help Center: Develop a centralized help portal with FAQs, instructional guides, and troubleshooting resources. This will allow faculty and staff across locations to resolve issues independently and quickly.
• “Super User” Program: Identify a few users in each department as “super users” who receive advanced training. They will serve as local champions and first-line support contacts, especially for remote teams.

4. Feedback Mechanisms

• Bi-monthly Surveys: Collect feedback from stakeholders on the process, training, and any additional support needs. This data will guide adjustments to engagement strategies and training content.
• Open Forums and Drop-in Sessions: Schedule regular open sessions where stakeholders can directly voice concerns, request clarifications, or provide input. These sessions would be conducted virtually to ensure inclusivity.

5. Celebrating Milestones

• Acknowledge major milestones with announcements and virtual celebrations to boost morale and acknowledge stakeholders’ efforts.