Implementing Workday Student at your institution means stepping into a complex project that touches every corner of campus life. You might feel unprepared to lead a system you don’t fully know yet. Many institutions face this challenge, especially when told that change management is their responsibility, not the implementation partners’s. This can feel overwhelming, but it is manageable with the right approach.
Starting early and focusing on who owns change management can make a huge difference.
Understanding Change Management Ownership in Workday Implementations
One of the first hurdles institutions face is deciding who leads change management. Unlike software configuration, which implementation partners handle, change management involves preparing people for new ways of working. This includes:
Training faculty, staff and students on new tasks
Helping registrars adapt to updated processes
Supporting advisors through uncertainty
Informing students about upcoming changes
No single department fits all institutions. Change management leadership might come from communications, IT, the provost’s office, or a shared effort. The key is to find the right fit for your campus.
What to Look for in a Change Management Leader
When choosing the team or office to lead change management, consider these factors:
Trust: The department should be trusted by faculty, staff, and students.
Access to Engagement Tools: They need experience with campus communication channels like email, intranet, or social platforms.
Capacity: The team must have enough resources and time to handle the workload.
Project Involvement: Being part of the day-to-day implementation helps them stay informed and responsive.
Investment in Success: They should care deeply about the project’s outcome.
Authority: The ability to make decisions with executive backing is crucial.
Institutional Knowledge: Understanding campus culture and processes helps tailor change efforts effectively.
Starting Conversations Early
Waiting until the project kicks off to discuss change management leads to missed opportunities. Begin conversations with other institutions that have implemented Workday Student. Ask about their experiences, challenges, and how they managed change.
These early discussions can reveal:
Who led change management at their institution
What worked well and what didn’t
How they engaged different campus groups
Tips for gaining executive support
Unexpected surprises or missed opportunities to engage
By learning from others, you can avoid common pitfalls and build a stronger plan tailored to your institution’s needs.
Practical Steps to Prepare Your Campus
Once you identify who will lead change management, start building a clear institutional plan. Here are some practical steps:
1. Map Out Stakeholders and Their Needs
Identify all groups affected by the new system, such as faculty, registrars, advisors, and students. Understand their concerns and what information they need to feel confident.
2. Develop Clear Communication Channels
Use trusted campus tools to share updates regularly. This might include newsletters, webinars, FAQs, or dedicated intranet pages.
3. Provide Targeted Training
Design training sessions specific to each group’s new responsibilities. For example, faculty might need guidance on grading workflows, while advisors focus on student progress tracking.
4. Create Feedback Loops
Encourage questions and listen to concerns. Use surveys, focus groups, or open forums to gather input and adjust your approach.
5. Support Through Transition
Recognize that uncertainty is natural. Offer ongoing support and reassurance to help staff and students adapt.
6. Build a Strong Network of Champions
This is one of the first and most crucial responsibilities of your institution's change leader. Recruit a network of champions from all sectors of the campus and begin engagements to provide project updates and hear their feedback.
The Role of Implementation Firms vs. Institutional Teams
Implementation firms focus on configuring the Workday Student software to meet your institution’s technical needs. They do not handle the human side of change. This means they won’t:
Prepare faculty for new roles
Train registrars on updated processes
Redesign business workflows
Support staff and advisors emotionally
Alert students about upcoming changes
Design or test the user experience
Your institution must fill this gap. Recognizing this distinction early helps set realistic expectations and ensures the right resources are in place.
Examples of Change Management Leadership Models
Institutions have found success with different models. Here are a few examples:
Communications-Led Model: A university’s communications office took charge, using their expertise in messaging and campus-wide outreach to keep everyone informed and engaged. The result was a slick project web presence, outreach events and unified messaging.
IT-Led Model: Another institution’s IT department led change management, leveraging their technical knowledge and close involvement in the implementation project. In this case, the IT-based team was familiar with previous tech change projects, methodolgies that worked well on-campus, and training resources.
Provost Office-Led Model: Some campuses placed change management under the provost’s office, emphasizing academic leadership and faculty trust. This directly tied faculty stakeholders to project outcomes, harnessing their influence across campus.
Shared Leadership Model: A collaborative approach where communications, IT, and academic offices shared responsibilities, each focusing on their strengths.
Each model works differently depending on campus culture and resources. The best choice aligns with the department that meets the criteria outlined earlier.
Keeping People at the Center of the Project
At Legato Strategic Consulting, we emphasize that technology is only part of the story. The success of a Workday Student implementation depends on the people who use it every day. Every decision, from software configuration to change management, should focus on supporting users.
When the project ends, the system will be in place, but the real test is whether faculty, staff, and students can use it effectively. Prioritizing people throughout the process leads to better adoption and long-term success.
Final Thoughts on Leading Change Management
Taking ownership of change management may feel daunting, but it is essential. Press in early, ask questions, and learn from others. Choose the right leaders who have trust, authority, and capacity. Build clear communication and training plans. Support your campus community through every step.
Your institution’s success with Workday Student depends on how well you manage change. Focus on the people, not just the technology, and you will build a foundation for lasting improvement.
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