Implementing shared services disrupts the status quo of work performed by administrators, faculty, and staff. But initiatives can stall when staff misunderstand the purpose of shared services.
In almost all cases, resistance stems from a set of common fears, most of which can be addressed through thoughtful, targeted communication.
Common shared services hurdle: Underinvesting in communication
While most campus leaders understand that implementing shared services requires significant communication, they often rely on one single message unlikely to satisfy the needs of diverse stakeholder groups.
This resource is part of the Ease the Transition to Shared Services with a Plan for Change Management Hurdles Roadmap. Access the Roadmap for stepwise guidance with additional tools and research.
Solution: Multi-channel communication plan
By developing distinct messaging strategies for different stakeholder segments, institutions improve upon static communications approaches that do not account for those segments’ varied needs and concerns. Whether interacting with groups or individuals, leaders must ensure that messages include both standardized components used for all audiences as well as tailored components designed for specific constituencies.
There’s no such thing as too much communication
Four common staff fears about shared services
Administrative staff worry about downsizing and developing skills necessary for the new role.
Lack of input leads to concern about how reorganization will affect day-to-day work.
Administrative staff not involved in reorganization feel ignored and underappreciated by the institution.
Long-serving staff worry about not only changes in their job function but also losing personal connections with those in home departments.
Across many channels, a single version of the truth
When preparing for shared services implementations, campuses should adopt multi-channel communication plans. This approach reinforces the rationale behind shared services and promotes a single version of the truth across a variety of face-to-face, on-demand, and proactive communication methods.
For example, at department meetings or town halls, project leaders or shared services champions can answer questions and respond to concerns. On-demand channels such as blogs and websites maintain official statements about shared services plans to which leaders can refer concerned staff, faculty, and other constituents. More active outreach channels like social media allow leaders to push information to constituents when plans change or when new information becomes available.
Shared Services Communications Plan
Face-to-face
- Roadshows
- Faculty senate presentations
- Town halls
On-demand
- Blogs
- Websites
- Videos
- Implementation plans
Active outreach
- Newsletters
- Surveys
- Webinars
Effective communication plans are multi-modal, customized for each audience, and consistent across each channel.
At the University of Kansas, campus leaders successfully adopted a multi-channel approach to communicate the impact of shared services. Nine months before launching the first shared services center, leaders convened a town hall meeting to share details of the transition. 600 people attended in person, and it was also broadcast online. Subsequently, shared services leaders hosted monthly town halls to provide updates on the process.
Communication ramped up just before the launch with “roles and responsibilities meetings” for deans and administrative staff to review how processes would change. Shared services leaders also went on a roadshow to departments to address any questions. Finally, just after the launch, the shared services center hosted an “open house” to allow the campus community to explore the new facility.
The three main characteristics of Kansas’ communications plans are frequent and consistent communications, starts early (as soon as process begins), and ramps up just before launch.
Two supporting resources for creating a multi-channel communications plan
“When introducing shared services, communicate 10 times more than you think you need to. In other words, there’s no such thing as too much communication.”
Chief Financial Officer
Communication plans should be designed in response to the campus culture and the engagement levels of various stakeholder groups. Use the two resources below when creating a multi-channel communications plan.
- Shared Services FAQs: Stakeholders raise common concerns during shared services implementations. Rather than spending time addressing each of these individually, consider developing (and posting) ready made responses to the most frequently asked questions. Doing so frees up time for leaders to address more specific concerns.
- Shared Services Website Audit: This audit calls out four principles of effective shared services websites, the components that bring them to life, and examples of each. Use this checklist when designing the online presence for your shared services center.
Interested in this topic?
Ease the Transition to Shared Services with a Plan for Change Management Hurdles
Designing an organizational model that reflects campus priorities is an important first step in any shared services journey. But bringing this vision to life is more difficult than moving lines on an org chart. Learn how to craft a shared services implementation plan tailored to the culture of your campus.
Shared Services Primer
Shared services is a tried-and-true method for increasing the efficiency and quality of administrative service delivery, but shared services initiatives tend to evoke fears of layoffs, increased administrative burdens for faculty, and expensive consulting engagements with questionable returns. Use this resource to better understand shared services, take the readiness diagnostic, and look at example maturity models.