Martine Booth [HREF1], Manager, Web Services [HREF2] , University of Melbourne [HREF3], Victoria, 3000. m.booth@unimelb.edu.au
Tania Gillham [HREF1], Web Officer, Web Services [HREF2] , University of Melbourne [HREF3], Victoria, 3000. tani@unimelb.edu.au
The higher education sector is experiencing an era of significant change. Staff within universities often feel the effects of this change via organisational change or restructure, where communication and change management strategies may not be effectively implemented. The 450 staff of the Information Division, University of Melbourne, are being supported during the Division’s current realignment process by a comprehensive intranet that documents, supports and tracks this change process.
The ID Futures Process, a realignment program commenced in August 2004, is designed to “position the Information Division to add maximum value to the University’s vision by supporting world-class teaching, learning and research through leadership, innovation and quality in information and education services, systems and technologies.”
As with any change program, communication, information dissemination and staff engagement are crucial to successful and lasting outcomes. In the case of the Division, this was even more important as many of the staff had experienced an organisational restructure, the creation of the Information Division, just a few years earlier.
The Division’s executive viewed an internal website or intranet as a key tool to support the change program and facilitate staff participation in the process. The intranet was launched on 4 August 2004, just seven days after the initial change workshop attended by a group of 30 staff. Since launch, the site has been updated regularly, sometimes daily.
The goals of the intranet are to:
• assist with communication across the Division and the University
• encourage staff participation in workshops and discussion of ideas
• disseminate information in a controlled and timely manner
• facilitate staff feedback
• document the process of the realignment program
• provide a record of activity and progress.
Key features of the intranet include:
• a ‘milestones’ webpage which tracks significant dates and events, providing an overview of progress to date. This feature is of particular use to staff that have been out of the office at any point during the process.
• a communication webpage that records official communications including the regular emails sent by the Vice-Principal.
• sections of the site devoted to each stage of the process. This allows the most current stage to be highlighted, yet allows previous stages to be archived for reference and as a record of activity.
• a presentations webpage where staff can find out about upcoming forums or presentations, RVSP online or download presentations and notes from past forums or workshops.
• a ‘get involved’ webpage listing ways for staff to participate in the process, or provide feedback via normal channels or the anonymous online feedback form (a clear winner with some staff!).
To date the intranet has been used effectively by the Division’s leadership, and enthusiastically embraced by staff. All announcements regarding the process are managed by an email from the Vice-Principal, directing staff to a link on the website for further information or detail. An example of this was the call for applications for over 25 management positions in late March. All position descriptions published via the intranet, allowing all staff access to the information, thereby addressing issues of equity and transparency.
Staff access the website regularly, sometimes several times a day, to see the latest information or document released for comment. Several staff members have drafted their own responses to the change proposals and these documents have been published on the intranet for all to read. Anonymous feedback received via the online form has provided the executive with a barometer of staff feelings or perceptions.