Navigating Organizational Change: Combining Undergraduate and Graduate Admissions Departments
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This document discusses navigating organizational change by combining the undergraduate and graduate admissions departments at Sam Houston State University. It provides background on the university, which has 80+ undergraduate programs and 70+ graduate programs. It processes around 40,000 applications annually with 32 full-time employees and 19 students. The document discusses adjusting supervision styles, cross-training employees, and investing in training and customer service for the combined department. Key lessons learned include over-communicating the clear mission, prioritizing goals, and asking for feedback.
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Navigating Organizational Change: Combining Undergraduate and Graduate Admissions Departments
- 1. NAVIGATING ORGANIZATIONAL CHANGE COMBINING UNDERGRADUATE AND GRADUATE ADMISSIONS AT SAM HOUSTON STATE UNIVERSITY
- 2. WHY ARE WE HERE? • CONTEXT Share brief background and history of Admissions at SHSU • DEVELOP Basic understanding of foundational organization needs • IDENTIFY Best practices for organizational growth • IDENTIFY Leadership lessons learned from combining departments
- 3. SAM HOUSTON STATE UNIVERSITY • 4-year mid-sized public institution • 80+ undergraduate degree programs • 70+ graduate degree and certification programs • Centralized graduate admissions with some graduate recruiters and advisors at the department level • Process approximately 40,000 applications annually • 32 full-time employees and 19 student employees
- 5. ADJUSTING TO CHANGES • Managers • Supervision style • Individualization • Training and feedback • Campus partnerships and alliances • Employees • Cross-training • New work environment • Intentional team structure • Campus partnerships and alliances
- 6. LESSONS LEARNED • Formulate a clear mission and repeat it often • Prioritize goals and projects • Over-communicate (to campus and your staff) • Ask for feedback and deliver results • Heavily invest in training and customer service for student employees and front desk staff
- 7. THANK YOU Angie Taylor | ataylor@shsu.edu | 936-294-1845 Keith Ahee | keithahee@shsu.edu | 936-294-4689 Matt Chastine | mattchastine@shsu.edu | 936-294-4842 Mary Pascarella | marypascarella@shsu.edu | 936-294- 2348 Victoria White | victoria.white@shsu.edu | 936-294-2224 shsu.edu/admissions
Editor's Notes
- The first element is about how you occupy your time or simply liking what you do every day: your Career Wellbeing. The second element is about having strong relationships and love in your life: your Social Wellbeing. The third element is about effectively managing your economic life: your Financial Wellbeing. The fourth element is about having good health and enough energy to get things done on a daily basis: your Physical Wellbeing. The fifth element is about the sense of engagement you have with the area where you live: your Community Wellbeing. While 66% of people are doing well in at least one of these areas, just 7% are thriving in all five. If we're struggling in any one of these domains, as most of us are, it damages our wellbeing and wears on our daily life. When we strengthen our wellbeing in any of these areas, we will have better days, months, and decades. But we're not getting the most out of our lives unless we're living effectively in all five. We are failing to create workplaces of high engagement and high well-being. Only 30% of the U.S. workforce is engaged in their job, and that number has been stuck there for almost 15 years. Worldwide, employee engagement is a devastating 13%. Here's a huge reason: Gallup found that organizations fail to hire managers with the right talent for the job a whopping 82% of the time. This is alarming when you consider that Gallup also found that managers account for 70% of the variation in a company's employee engagement. Whether you have a great culture or not comes down primarily to whether or not you have managers who can maximize the potential of every single individual and team. But well-being matters just as much. Gallup has found that only 24% of employees at companies that offer a wellness program actually participate in it, and only 12% of employees strongly agree that they have substantially higher well-being because of their employer. Gallup and Healthways have together spent more than $100 million to discover the secret ingredients of well-being. There are five key elements: financial, purpose (i.e.: your career), social, physical and community. When individuals have high scores on all five elements of well-being, they're truly leading lives that money can't buy.
- - Over the decades, a couple of long-term directors Progressive VP strives continuous improvement – brought in a consultant for the entire division to audit our processes as a growing institution Graduate Studies formerly included grad admissions and is housed in Academic Affairs. Leadership changes brought about different structure, grad admissions was moved to EM. Between consultant and VP input, new structure evolved to combine UG and GR – several shifts in leadership, reporting structures, job responsibilities and expectations – employees in a state of organizational change and uncertainty. EMPLOYEES – share person by person what the experience was like from their perspective (Angie, Matt/Keith, Mary, Victoria) WORKFLOW – show org chart and explain different duties COMMUNICATION PHYSICAL SPACE Campus partnership – IMPORTANT – leadership (KH, HT, etc) has a growth mindset and strong partnership to progress our graduate programs. We meet frequently to strategize and tackle problems and create consistent communication (aligned front). Without that support, our accomplishments would not be possible.