www.monash.edu.au peter yates, director, services & systems, student and staff services division...

www.monash.edu.au

Peter Yates, Director, Services & Systems, Student and Staff Services Division

Staffing the delivery of high quality services for students

Group of Eight HR and IR Conference, 20 August 2004

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Note:

• This presentation is based on 2003 statistics

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Seven Practices of Successful Organisations

• Employment security• Selective hiring/ Hiring for team building• Self managed teams• Comparatively high compensation contingent on

organisational performance• Extensive training• Reduction of status differences• Sharing information

Putting people first in organisations, Jeffrey Pfeffer & John Veiga, The Academy of Management Executive, May 1999 v 13 i2 p37 (1)

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The knowledge workforce

“In a traditional workforce, the worker serves the system; in a knowledge workforce, the system must serve the worker”

They’re not employees, they’re people, Peter Drucker, Harvard Business Review; Feb 2002, vol 80 Issue 2, p70, 8p, 3c

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Why integrated services?

Key Result Area:

“developing quality, cost effective, client-centred mechanisms and structures for service delivery.”

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Infrastructure: Services & Systems Group, SSS

Student Administration

• Admissions

• Scholarships

• Enrolments

• Fees

• Timetable Systems

Client Services

• Exams

• Graduations

• Service Centres

Business Improvements Projects Team

Occupational Health Safety &

Environment

HR Services HR Systems• Application

Development & Security

• Information Management & Support

Student Systems• Web Systems

• Data Integrity

• Reporting

Records & Archives

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The Integrated Administrative System (IAS) Competency Centre Concept

• Originally set up as the IAS project office in 1998• Continues as an IAS competency centre

– Retains in-house competencies/corporate memory enhancing self reliance

– Evens out costs across time

– Reduces risk

– Provides career development opportunity

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Monash University: Campuses

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The Challenges for an Integrated Service Model at Monash

• De-centralised Organisational Structure• Disparate Business Procedures • Scale• Geography• Time zones• Different Faculty/Campus Cultures

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INTEGRATED SERVICE

Building blocks for Integrated Service

KM/IM Strategy

Quality Initiatives

Systems Integration

Infrastructure

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INTEGRATED SERVICE

Building blocks for Integrated Service

KM/IM Strategy

Quality Initiatives

Systems Integration Infrastructur

e

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What is Integrated Service Delivery?

A single point of delivery when and where the student needs it via• counters (Service Centres)• telephone• email• websites • on-line facilities such as WES and eServices• ask.monash (inquiry management system)

Example:The Caulfield Service Centre delivers Student Admin services plus services for the faculties of Business and Economics, Information Technology and Art & Design together with Monash International. The ITS Helpdesk has also co-located in the Centre.

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Quality Initiatives

• Student Administration & Systems Internal Review 2004

• AUQA audit 2005/6• SLAs• KPIs• Operational metrics• Satisfaction Measures (surveys etc)• Performance Management Scheme

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Infrastructure: Campus Service Centres

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Infrastructure: Caulfield Service Centre

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Infrastructure: Caulfield Service Centre

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Infrastructure: Caulfield Service Centre

Services ProvidedProduce • Academic transcripts• Student letters• ID Cards• Travel concessions

Process• Student forms• Enrolments• Payments

Provide general information & advice on

• Admissions• Courses• Examinations• Graduations• Scholarships• Fees

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Infrastructure: Back Office vs Front of House

KEY CLIENTS

Current

Students

Prospective

Students

Public

Alumni

Faculty Student

Services Staff

Academic Staff

KEY CLIENTS

VTAC

ATO

DEST

Faculty Managers and

Officers

Other Central Admin

Monash International

Monash Research Graduate

School

Monyx

University Committees

Mainly Bulk Correspondence

Student Administration

ManagerGerard Toohey

Admissions Enrolments

Fees Scholarships

Client Services

ManagerTerry Hogan

Service Centres

Call CentresExaminations Graduations

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The Service Concept: 2 years on

• The building was the easy part• Selection/induction for CSC Client

Services Officers• The quest for efficiencies/savings• Lack of faculty specific knowledge• Need for technical skill set

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High tech vs high touch approaches• asponline.com: “Web support automation vs The Human

Support”

• QUT’s 70:20:10 split

• UTS: how much support is enough for Web enrolment?

• The call centre implementation

• ask.monash on-line inquiry management

• Retiring email as a channel of inquiry

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• A web based customer self-service information and inquiry management tool for current students and staff on Australian campus

• A searchable, integrated and dynamic knowledgebase covering a range of support services

• 24/7 self-service for improved accessibility to information

• Powered by RightNow™Technologies Service Centre

Case Study: The ask.monash system

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2004 vs 2003 ask.monash Usage

Month Answers Viewed

 2003 2004 %increase

January 6,712 11,659 74%

February 7,216 19,951 176%

March 6,892 12,136 76%

April 8,206 9,257 13%

May 5,707 8,335 46%

June 10,297 15,461 50%

July 14,911 40,163 169%

Total YTD 59,941 116,962 95%

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Routed incidents from ask.monash to Service Centre

Incident Management

2003 2004 % increase

317 940 197%

464 1,232 166%

409 729 78%

352 319 -9%

360 321 -11%

411 694 69%

665 1,080 62%

2,978 5,315 78%

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Case Study: Fees Unit Inquiries

2002/2003 2003/2004

Dec Jan Feb Dec Jan Feb

Phone1,318

1,098 na 275 633 1,214

Email 201 2,077 2,974 0 0 0

Self-Service 229 727 736 688 3,170 6,792

Tier 1 – CSC 7 37 41 145 429 513

Tier 2 – Fees 2 9 1 13 17 27

Tier 2 – Other na na na 6 14 12

% of inquiries self-served

18% 74%

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Latest Thinking

• Back office concept/relocation of faculty offices to Service Centre

• New services being introduced

• “Food court” model vs integration (Bunnings) - a mix is likely

• “Learning Commons” concept• QUT’s service values concept

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Metrics:

• “Not all that can be counted is worth counting. The things that really count can’t always be counted.”

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Fish by Stephen Lundin

(The management philosophy of the fishmongers of the famous Pike Place fish market)

4 key points of the philosophy> Play> Make their day> Be present > Choose your attitude

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Other thoughts/challenges

• Applicability of service model to HR and other service areas?

• Replication of the physical service centre in all service channels, Websites, telephony etc in all locations?

• Concentration on high yield areas vs a Uni-wide approach

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Other HR issues

Recruiting> Promoting from within> Headhunting> Networks vs mates or PLUs> Methods of advertising> Developing perceptions of the institution as

an employer of choice > Speed in securing an appointment> Flexibility in package offerings

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Managing Teams in a Change Environment• Increased pressures on existing staff

– “the existing staff are perfectly adapted to the way things used to be”

– Proactive recruiting of people who are required for the journey (the bus analogy)

• Managing poor performance– IR issues

• Recognition of achievement, non monetary rewards• Remuneration

– Market loadings/performance bonuses– Facilitating career development

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Other Factors

– Induction programmes– Probation – Problems with flexible working hours and

seasonal work– Succession planning– Performance Management (see SSG

planning schema)

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What matters to our staff: Student Admin and Systems Staff Survey – Aug 2004

– Management and Leadership– Human Resources and Physical Resources– Organisational Structure– Planning– Core Services– Learning Environment– Most Positive Aspects (Physical or Non-Physical) of

Your Work Environment– Aspects (Physical and Non-Physical) of Your Work

Environment which Could Be Improved

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Questions

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Berwick Campus

No of Students: 1,756

Off campus 2.3%

International 16.3%

Higher degree (research) 1.0%

Other postgraduate 0%

Undergraduate 99.0%

Location: Melbourne (Outer Urban)

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Caulfield Campus

No of Students: 12,841

Off campus 9.8%

International 35.2%

Higher degree (research) 3.2%

Other postgraduate 36.7%

Undergraduate 60.2%

Location: Melbourne (Urban)

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Clayton Campus

No of Students: 21,906

Off campus 7.5%

International 17.6%

Higher degree (research)10.1%

Other postgraduate 17.5%

Undergraduate 72.3%

Location: Melbourne (Urban)

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Gippsland Campus

No of Students: 7,620

Off campus 71.9%

International 35.5%

Higher degree (research) 1.0%

Other postgraduate 20.0%

Undergraduate 79.0%

Location: Churchill (Rural)

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Parkville Campus

No of Students: 912

Off campus 5.0%

International 12.0%

Higher degree (research) 5.0%

Other postgraduate 8.0%

Undergraduate 87.0%

Location: Melbourne (Inner City)

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Peninsula Campus

No of Students: 3,125

Off campus 2.0%

International 13.0%

Higher degree (research) 1.0%

Other postgraduate 8.0%

Undergraduate 91.0%

Location: Frankston (Outer Urban)

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Malaysia Campus

No of Students: 1,779

Location: Bandar Sunway, KL

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Monash South Africa

No of Students:

approx 350

Location: Roodepoort, Johannesburg

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London Centre

Location: The Strand, London

Facilitates research and teaching collaborations with UK and European institutions

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Prato Centre

Location: Prato, Tuscany, Italy

An 18th Century palace that provides an ideal venue for conferences and study tours as well as a site for collaborative research developments.