Management Capstone MGMT659 Unit 3 IP

Table of Contents Data Collection and Research Analysis Methods (Week 3) 3 Data Collection 3 Identification of the data needed 3 Identify how data will be collected before and after the solution states 4 Analysis of data 5 Research Analysis Methods 7 Discuss analysis of measurement results 7 Discuss findings of the measurable results 8 Discussion and Conclusion on Approach (Week 4) 9 Compilation of Finding, Conclusions, and Recommendations (Week 5) 9 References 10

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Identifying the data will first need to be in the vision of the company. The company must be on the same page when it comes to the vision and mission of the company. The vision statement must include standards of ethical, behavioral, and leadership expectations. That being said, the data will need to be in the form of performance metrics like enrollments, new hires vs. turnover, length of on boarding to permanent status, team and department financial statements (cost and expenses), satisfaction surveys from employees/customers, trainings, milestones.

The data from enrollments and advisor data will include typical metrics associated with the scorecard used for rating performance like starts, script adherence, compliance adherence, and CEC standards. New hire data will include the number of new hires, training and mentoring schedule, turnover rates and times when they were terminated/quit, expense to the company, length to complete temporary status to permanent status, and post-employment survey from fired employees. Other data needed about the teams and departments in admissions to include financial statements that will list cost per employee, production, and scheduling breakdown and cost analysis. Included in the data will be leadership responsibilities and expenses. Other survey information about leadership, employee, fired or ex-employee will be needed, including enrolled students. A (SWOT) analysis will need to be performed by the coalition to determine the strengths, weaknesses, opportunities and threats from the data collected to best determine areas of strategic advantage (strengths) and areas of risk (opportunities/threats). Keeping implementation simple by using Kurt Lewin’s 3 step model of change to Unfreeze-Change-Refreeze for short term wins. The coalition will need to prioritize these short term wins by deducing the highest areas of risk to stakeholders, leaders, employees, and customers.

Kurt Lewin

Other data will include a breakdown of yearly and ongoing trainings for new hires, existing employees, and leadership will be needed and costs associated with those. Corporate milestones and visions data will be needed to accurately state the purpose of the teams and leadership. This data will need to support the ongoing career secession plan for advisors and promotion cycles to build new leaders.

Data will be collected from various departments depending on what data is needed. For example the data for the typical metrics associated with the scorecard used for advisors will be collected by the Directors of Admissions (DOA’s). The new hire data will be collected by Human Resources department. The surveys will be conducted by a third party, independent firm and offer complete confidentiality. Confidentiality will be very important and complete disclosure from the university and corporation will be needed and reinforced. Transparency will be needed to assure employees of no backlash, recourse or retribution. The coalition will also be held to non-disclosure contracts, non-compete contracts and anonymity with the survey information. The third party will also need to access if there are any laws being broken and will be held to the same disclosure contracts, non-compete contracts with exception when violations occur and legal issues come up. There will also need to be a process established for handling these types of legal situations.

The financial data will be obtained from the accounting and finance departments to include cost per employee, trainee, production and cost per student. The scheduling and cost information will be collected from payroll. Breakdowns of yearly trainings, new hires, employees and leadership will need to be collected from payroll including promotion cycles and annual costs of living increases.

After the solution data should be fed in an organized fashion to the coalition to increase efficiencies in data collection. Numeric information can be sent from the financial, accounting, payroll, and human resource departments electronically and collected in a cloud data base set up by the IT department in a secure manor. Survey information can also be set up in a secure, confidential manor to allow coalition members to access it virtually and allow them to operate more efficiently. The goal is to make the coalition data collection virtual and automatically fed in real time for the best analysis and monitoring. For example if we have a bad hiring or training round, the coalition wants to know about it immediately to try and correct the problem. There will be automatic triggers set up in the system to provide an early warning system to try and avoid major problems and a coalition dashboard to monitor trends.

First a (SWOT) analysis will need to be conducted on the coalition. The SWOT will help deduce key areas of its member abilities and areas that the guiding coalition needs to be aware of when they are analyzing the data. Once the data is analyzed it will need to be prioritized by the coalition or a third party administrator to use the SWOT to help with those decisions. The analysis of the advisors and DOA’s scorecards will look for inefficiencies and areas to reduce costs. Typically management has seen this as a reason to limit overtime. Critical thinking needs to be applied to flexible scheduling and more efficient use of peak times of enrollment. Focusing on improving advisor efficiencies during those times setting up systems to help DOA’s support advisors during peak times. The processes that advisors go through to enroll a student must be addressed and analyzed. For example a completely electronic (paperless) signing of documents for advisors and directors needs to be seriously considered to reduce the application start to finish time, with potentially real time enrollment and stitch-in process to limit (MIA) Missing In Action students. MIA students waste advisors time and university money and detract advisors form more important, higher priority duties like interviewing and enrolling prospective students (PS).

New hire date analysis from the HR department will include hire and training time frames to permanent status to encourage DOA’s and leadership to lead by example and mentor new employees to increased productivity. Analysis should also include team size and focus on improving the employee to student ratio. With the current state of high turnover it stands to argue that advisors can operate with lower employees but a more efficient process. With proper analysis the coalition could potentially conclude that and show that increasing the salaries of the productive employees would actually lower costs opposed to the money wasted on high turnover. The end result would be improved employee and customer satisfaction, higher profits, better culture and incentives for employees to work together to achieve enrollments.

Analysis must be done with complete transparency and complete confidentiality. This has been an issue in the past when management was able to search and find out what employee said what on an employee satisfaction survey. This showed a complete lack of leadership and integrity. The university followed up with an anonymous survey but the talk among the advisors is that the lack of trust already established had sabotaged any effort to actually see improvement. To this day the majority of advisors are afraid to speak their mind and afraid of retaliation which is very common. Therefore the university will need to go above and beyond to show anonymity and confidentiality. Employee relations data will also need to be analyzed to help guide the coalition in what actions and priorities will need to be addressed. Information about the independent third party will have to be made readily available and encourage employees to contact the third party to offer support and confidence in the confidentiality of ALL surveys to rebuild trust.

Analysis of measurement results will mostly fall on the guiding coalition. The coalition will need to compare the survey results from leaders/employees/turnover/customers to deduce problem areas and then prioritize them for actionable activities. They will need to focus on short term goal/wins that will align with the long term vision of the stakeholders.

Financial analysis from the finance, accounting, and payroll departments will need to be reviewed with a SWOT analysis. Areas of strengths and opportunities/threats will need to be discussed to optimize the numbers to find ways to truly incentivize employees. Because of the commission taken out of the advisors and DOA’s positions there is no real motivation, other than fear of losing one’s job, to motivate employees. The lack of incentives juxtaposition creates a big problem for morale, trust, motivation, productivity and culture for the university. The advisor position has been watered down and compounded by the lack of leadership, has increased employee turnover and the numbers need to be analyzed to find a way to increase monetary incentives for advisors to the level they once were when turnover was at its lowest, and coincidently the pay was at its highest.

Focusing on moving top priority objectives forward will help create positive trends and momentum that will increase morale and overall culture at the university. The customer/student experience will also increase and learning will benefit from the changes. Communication between stakeholders, leadership, advisors and students will be increased and financial objectives will be met.

Leadership will empower employees to better serve the people they assist and it will be validated by the qualitative feedback from surveys and measurable quantitative financial results. Retention of employees will improve and employee/student satisfaction will show measurable results of improvement. Human resource department work load will be reduced from the lack of employee turnover and allow them to work more efficiently and diligently on secession principles. Conclusively stakeholders will increase value with the continuing organizational development by the guiding coalition to effectively analyze data in an ongoing manor and increase communication, efficiencies and ultimately global strategic advantage over the competition.