Policy without (much) pain - University of Ballarat

Policy without (much) painthe first time they’re forced to engage with the change. ‘Implementation is the best form ofconsultation’ is another slogan coined at an ATEM Institutional Policy Network Forum. You’ll needstrong facilitation skills to manage some of theresistance.Be aware, also, that staff exasperation with thechange may reflect a practical problem thatwasn’t picked up during consultation. You shouldbegin compiling an issues register. If someaspect of the policy turns out to be impractical,there’s no shame in changing it quickly andputting an amended draft through the approvalprocess. This shows responsiveness to theneeds of staff, and may win over those who wereinitially resistant. Again, general respect for thepolicy process will be enhanced.If some aspect of the policyturns out to be impractical,there’s no shame inchanging it quickly andputting an amended draftthrough the approvalprocess.Some institutions have been known to implement major policies with a review date of only sixmonths, so that the implementation becomes a further round of consultation.If the policy is introducing a single consistent process where previously staff had a variety ofprocesses, you should provide tools – step-by-step instructions, decision-tree diagrams, standardforms, templates for communications with students. If the tools you provide are better than thetools they used previously, it will help bring them across to the new process. If they have todevelop the whole toolkit themselves, they will be tempted to linger in the old process.Your change has succeeded; everyone is compliant with the new policy – your work is over – oris it? How will new staff joining the institution be made aware of the policy? Or staff moving from arole in the institution that is unrelated to the policy, to a role where they need to know about it? Ifyou are the business owner of the policy, you need to think about mechanisms for: contributing to the induction of staff involved in the activity providing refresher training for existing staff involved with the activity.In some institutions, the central student administration areas provide specialist induction trainingfor new staff with student administration responsibilities. This might involve a full-day programintroducing the concepts, terminology and systems used by the institution. Sessions onadmissions, enrolment and assessment would inform newcomers of the relevant policies. If this isnot the case in your institution, you should consider setting up specialist induction/refreshertraining workshops for your policy area.It may be advisable to set up a specialist email list for staff responsible for the activity. Forexample, a central admissions manager might administer a subscribable email list for admissionsand recruitment staff, and anyone else with an interest in admissions. This list would be used toannounce changes to admissions policy and procedures – and would thus remind list members tofamiliarise themselves with the policy and procedures if they are not already well versed in them.If you are the person identified in the policy as the one who provides advice on it, queries alsooffer a training opportunity. Rather than simply giving the answer, direct the enquirer to the policyon the website, and show them where the answer is to be found. Conduct the interaction in sucha way that they become aware this text is an important work tool for them.An intuitively structured web policy repository is a strong ally in your efforts to induct staff into,and refresh their knowledge of, the policies for which you are responsible (see sections 19 and 21below).~ 33 ~