Student Life Students (Division Of Student Affairs) Organizational Development Consulting Project

1. Student Life Students (Division Of Student Affairs) Organizational Development Consulting Project By Alaina Jalufka Bhagyashree Barhate Shravan Uttakalla Tamara Lopez EHRD 625: Organizational Development and Performance in HRD Dr. Michael Beyerlein Texas A&M University

2. Presentation Agenda • Introduction -- how the project formed • Methods -- how data was collected • Results -- what does the data look like • Discussion -- what the results mean • Proposed Interventions -- further alignment of the 7-S elements to advance the organizational mission and goals: structure, staff, and shared values • Evaluation -- how to evaluate the effectiveness of organization and proposed interventions • Conclusion -- tie it all together

3. Introduction Student Life Studies - supports continuous improvement of programs and services • for clients • internal improvement Culture of improvement and continuous learning = Readiness and/or willingness towards change for the sake of improvement

4. Introduction Class Consulting Group Student Life Studies (SLS) • Explore organization • Collect data • Analyze data -- diagnose organization • Recommend change strategies PROVIDE VALUE to SLS • Real-world organization in full operation • Open organization up • Comply with data collection requests • Decide what to do with recommendations PROVIDE LEARNING EXPERIENCE to Group

5. Introduction McKinsey’s 7-S Model Source: Singh, A. (2013). A study of role of McKinsey’s 7S framework in achieving organizational excellence. Organization Development Journal, 31(3), 39-50. Retrieved from http://ezproxy.library.tamu.edu/login?url=https://search.proquest.com/docview/1467437614?accountid=7082

6. Methods Sample Size • 6 full-time staff • Only full-time staff used for data collection • broader view of department • higher level of interest in the development of the organization

7. Methods

8. Results Organization Diagnosis Questionnaire Results

9. Results Main Themes: • Teamwork • Resources • Culture: Open, Supportive, Informal, Open Door Policy • Career Promotion Opportunity • Perception in Relation to Client (Refer to Handout 1 for Summary of Interview and Survey Results)

10. Results

11. Results

12. Results

13. Discussion Supply-Chain management at Student Life Studies (Refer to Handout 2 for SLS Job Responsibilities)

14. Discussion

15. Proposed Interventions The proposed interventions are based on Waterman, Peters, Pascale, and Athos’ McKinsey 7-S model (1980) which analyzes how seven organizational elements align to support an organization’s overall goals and shared values. The McKinsey 7-S model are people-centric elements that suggest both hard skills (i.e., strategy, structure, and systems) and soft skills (i.e., shared values, skills, style, and staff) mutually reinforce an organization’s mission and vision when properly aligned Proposed interventions for further alignment of the 7-S elements to advance the organizational mission and goals: structure, staff, and shared values.

16. Proposed Interventions Structure • Re-engineer business processes, along with strategic planning, to adopt a more proactive approach to establish firmer client boundaries. Rationale - Our findings indicate that, through organizational goal attainment, clients and stakeholders may experience confusion regarding the responsibilities of each SLS staff member. Any confusion regarding SLS staff responsibilities can be addressed through further defined business norms for clients regarding what is agreed upon for the scope of services, expectations of SLS staff and clients, and internal policy on advanced notice of service access request Note: Additional staff training to prepare employees with handling boundary establishment with the client is recommended.

17. Proposed Interventions Staff • To compliment SLS’s feedback practices, our team proposes that SLS adopt a team-based intervention in the form of responsibility charting Rationale • Greater client satisfaction • SLS staff will feel a greater sense of empowerment • Increase in opportunities for cross training or occasional changing of roleson project teams reducing turnover. Note: Upon implementation, SLS staff have regular meetings with their supervisor to ensure outcomes from responsibility charting remain accurate as the organization works towards greater alignment

18. Proposed Interventions Shared values • To assist both clients and external stakeholders in understanding the value of SLS, our team suggests distributing a quarterly newsletter that highlights the current work being undertaken by SLS, components of SLS’s strategic plan, and positive client outcomes and testimonials Rationale - Distributing a quarterly newsletter is, in part, to increase understanding of SLS’s mission and goals. Through increased understanding, this may also decrease last-minute requests by external stakeholders as they gain context of SLS’s internal operations. Note: To control for the unintended consequence of determining which SLS staff member would manage and contribute to the newsletter content and delivery, our team would suggest incorporating this new output into the responsibility charting, team-based intervention strategy.

19. Evaluation - Organization and/or Intervention • Evaluate the process of change through key performance indicators (KPIs). • The KPIs monitor how well parts of an organization are working towards fulfilling business objectives. Some of the key performance indicators that can be measured by SLS are: Customer satisfaction Customer retention Net promoter score (Refer to Handout 3 for definitions of KPIs)

20. Conclusion It is encouraging to see an organization that cares about and works to help strengthen and develop student programs in the university. Student Life Studies is investing into the future generation with their work towards continuous improvement. All organizations struggle with obstacles within their scope but the key is to not stop at the obstacle but find a solution to get you around it. We are confident that Student Life Studies in the Division of Student Affairs at Texas A&M University has the capacity to implement changes through the interventions we are recommending to see continued and ongoing success.

21. Thank you