University of Leeds Sports & Physical Activity

University of Leeds Sports & Physical Activity

MANAGING ORGANISATIONAL CHANGE IN SPORT AT THE UNIVERSITY OF LEEDS


AIMS FOR TODAY

Describe the theoretical framework used to manage the process of change

Explain the stages of change and staff involvement in this

Outline the outcomes of the process for the organisational structure of sport and physical activity service

Lessons learnt from the process


Utilising a theoretical framework for the change process

Congruence model developed at Harvard and used throughout the world as a tool to manage change

Simple and can be applied to any level of business

The framework provides a structure within which the change process was undertaken

VIDEO....

SOME THEORY..... THE CONGRUENCE MODEL


CONGRUENCE MODEL


STAGE ONE: Scoping out the expectations and needs of the new business

STAGE TWO: Reviewing how these match current provision and identifying gaps

STAGE THREE: Develop proposals to address the gaps

STAGE FOUR: Implementation

2007

2008

2008-9

2009-10

Congruence Model

Strategy

Critical Tasks

Diagnostic

Implementation


WHERE WERE WE ~ 2007?

Outdated portfolio of facilities ~

Insufficient in scale to meet the demand of 30,000 full time students and 8,000 staff ~ only 12 badminton courts hall space

Poor quality for what we had ~ Astros flooded when it rained

Gaps in provision ~ no pool or purpose built fitness

Staffing structure improved but still woefully outdated


WHERE WERE WE ~ 2007? Director

Assistant Director Assistant Director

Health and Fitness Manager

SeniorSports Duty

Manager

Senior RecreationAssistants

Recreation Assistants

Receptionists

Class Instructors

Fitness Instructors

Marketing and Administration

OfficerDirectors of Sports Sports Duty

ManagersOutdoor Activities

Senior Tutor

Finance and Administration

Officer.

Sports Administration

Officer

Recreation Assistants

Receptionists

Health and Fitness Support Officer

Sports Duty Managers

Sports Development

Manager

Sports DevelopmentOfficer

Coaching and Comm.

Sports DevelopmentSupport Officer

& other part time staff

Sports DevelopmentSupport Officers


STAGE ONE ~ Expectations / Strategy

University’s strategyThe investment of capital by the University was agreed with the specific aim of significant improvements in the overall student experience. The provision of the new facilities alone will achieve an impact. But sustainable improvements in student experience will only occur if the new facilities are managed to the very highest standards and are financially sustainable.

We define those standards as being competitive in service quality to the private sector providers within the city and the very best providers within the HE Sector.


How will we compete?

1. Quality of the offer ~ brief and specification

2. Location and Convenience ~ By gist of campus location

3. Customer service ~ through process, system and staffing


Facility / building related


Staff Dimension?Involved in defining the brief for the facilities ~ specification and brief

Involved in visits to other competitors and comparators ~ understanding what our competitors do and customers expect

Workshops to engage them in the vision for the building and the experience we wanted to provide

Initiated an ongoing comms plan including a ‘Transformation Newsletter’


Facility design and development ~ went off into tender process and out with our control......

University of Leeds Pool Site Plan

Facility Design Objectives

University of Leeds Pool Site Plan






2007

2008

2008-9

2009-10

Congruence Model

Strategy

Critical Tasks

Diagnostic

Implementation


STAGE TWO ~ Critical Tasks / GapsUnlocked the status quo by undertaking a gap analysis...........

Current Business Model v Proposed Business Model

Income achieved though high volume sales of a low cost product VIncome achieved though sales of a competitive commercial product

Maintenance of low staff costs and low FT staff levels VTransformation of FT staff levels to enable service delivery

‘Light touch’ customer service offer V ‘High quality’ customer service offer to matched raised expectations

2007/08 turnover of £1,700,000 V Projected 20010/11 turnover of £4,000,000


STAGE TWO ~ Critical Tasks / Gaps

IMPLICATIONS FOR STAFFING ...... Did not propose a ‘redesign’ that would imply a blank sheet of paper and total new start.

Rather wish to explicitly build on what is currently in place and integrate into a new structure.

Expectation that all staff will be touched by this change process.



Staff Dimension?Creation of a HR project group with representatives across the service

Structure of working groups including each area of the business ~ reception, operations, fitness, administration, marketing, etc

Meeting regularly over period of 6 months in workshop format led by managers of the area but will part time and full time representatives



GAP analysis = critical tasks needed

Staffing ~ insufficient numbers and gaps in roles needed across all areas of the Service

Opening times = currently limited and not open when need to be eg uni closed days

Services = gap in services provided eg personal training

Become marketing led = little sales and marketing capacity

Summarised in a business assumptions document circulated and acknowledged to all staff as a statement of intent






2007

2008

2008-9

2009-10

Congruence Model

Strategy

Critical Tasks

Diagnostic

Implementation


STAGE THREE – Diagnostic / Proposals

The key issues to get right....

Right structure of organisation ~ finalising proposals for staffing posts

Right values norms and behaviours ~ developing our standards

Right people in right roles with right competencies ~ matching process



Staff Dimension?Each working group submitted proposals for the new structure and organisational shape

Broad agreement on structures proposed by the groups . Wider Staffing Proposals document then consulted on for 3 months.

Staff given chance to submit proposals, changes or concerns. Open meetings and one to ones.

Development of new values and behaviours involving staff groups and away days to address the issue of culture in the organisation.


STAGE THREE – Diagnostic / ProposalsRight values norms and behaviours


There will be a need to sell memberships ‘commercially’ with a sales pitch to customer

Current sell by reception and SPA office but little time to explain or speak 1:1

• Appoint Sales Posts with marketing role• Additional full time receptionists but with

sales function• Expand sales function in SPA office

STAGE THREE – Diagnostic / ProposalsRight structure of organisation ~ finalising proposals for staffing posts

Sport and Physical Activity

KEY FOR CHANGESGreen ~ New roles which the Service does not currently have.Dark Green~ Revision to existing roles required with additional posts being appointed. Yellow ~ Revised roles where the existing job description is to be amended. White ~ no change




Right people in right roles with right competencies

Undertook a matching process

Reviewing all job descriptions and where staff had a ‘full match’ were moved across

New roles and substantially changed roles staff were required to apply internally before externally advertising for posts

Some did not get the roles they applied for some did. Kept in mind the critical importance of getting the right skills for the right roles!






2007

2008

2008-9

2009-10

Congruence Model

Strategy

Critical Tasks

Diagnostic

Implementation


STAGE FOUR – Implementation

Negotiating the changes with TU in T&Cs to achieve financial sustainability and competitiveness with the private sector.

Training and development for existing staff to ensure their skills set matched the requirements of the business

Recruitment of new staff (20FT) to meet identified gaps in the business.


ANXIETY OVER CHANGE

Perhaps the biggest challenge in the change process is managing staff anxiety and concern

On a number occasions this created challenges for us particularly in circumstances when communication although good should have been better

Have needed to tell what we don't know as well as what we did...

Creating an urgency for change and need for it in minds of staff and stakeholders

Engagement throughout and openness has been critical


RESULTS?

TOO EARLY TO TELL!

Staff survey data suggests managed to maintain staff morale / commitment throughout difficult change period ~ 4/5 score for engagement and leadership

Have navigated the difficult negotiations satisfactorily as a result of the significant engagement and efforts of the staff

New posts appointed and training programme for them completing this week.

All existing staff undertaken upskilling programme to be ready for operation


CONCLUSIONS?Important to utilise theoretical framework to shape your change process whatever the scale and level of change

Clarity of vision is critical

Understanding the critical tasks / gap analysis needed to get you from where you are to where you need to be ~ creates sense of urgency for change

Identify changes needed through diagnostic processes ~ create ownership of proposals

Implement ~ build participation in the implementation so not solely top down

Communication and engagement will ensure success


QUESTIONS??

University of Leeds winning UAU team in 1930s....

Our last swimming victory!

University of Leeds Sports & Physical Activity

Documents

Transcript of University of Leeds Sports & Physical Activity