<strong>Policy</strong> <strong>without</strong> (<strong>much</strong>) <strong>pain</strong>the first time they’re forced to engage with the change. ‘Implementation is the best form <strong>of</strong>consultation’ is another slogan coined at an ATEM Institutional <strong>Policy</strong> Network Forum. You’ll needstrong facilitation skills to manage some <strong>of</strong> 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 <strong>of</strong> 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 <strong>of</strong> staff, and may win over those who wereinitially resistant. Again, general respect for thepolicy process will be enhanced.If some aspect <strong>of</strong> 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 <strong>of</strong> only sixmonths, so that the implementation becomes a further round <strong>of</strong> consultation.If the policy is introducing a single consistent process where previously staff had a variety <strong>of</strong>processes, 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 <strong>of</strong> 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 <strong>of</strong> the policy, you need to think about mechanisms for: contributing to the induction <strong>of</strong> 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 <strong>of</strong> 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 t<strong>of</strong>amiliarise 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 also<strong>of</strong>fer 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 <strong>of</strong>, the policies for which you are responsible (see sections 19 and 21below).~ 33 ~
<strong>Policy</strong> <strong>without</strong> (<strong>much</strong>) <strong>pain</strong>Key points/tips:‣ Plan for implementation from the start <strong>of</strong> the project.‣ Use a change management approach.‣ Good consultation makes implementation smoother.‣ Communicate by as many media as you can.‣ Establish email lists for policy changes in relation to specialist areas.‣ Take major new/amended policies ‘on the road’.‣ Provide tools for new processes.‣ In future, provide induction/refresher training workshops for new staff or staffwho change roles.‣ Use policy queries as a one-on-one training opportunity.~ 34 ~
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