BUILT REALISTIC STAFF PLANS BEFORE CHANGE CREATED STRAIN

The Results
University of Massachusetts entered the next phase of its transition with clearer staffing plans and fewer surprises. Leaders had a better understanding of workload and timing through a clear staffing strategy. By planning for people as carefully as for systems, the institution reduced strain, built trust, and created a more sustainable path forward.

How They Did It

UMass leaders focused on staff planning early. Together, they mapped upcoming work, clarified roles, and talked honestly about capacity. Rather than assuming existing staff could “absorb” the work, the planning process helped leaders identify where temporary support, backfill, or role adjustments would be needed.

These conversations helped shift planning from hopeful assumptions to realistic expectations, grounded in how people actually work.

IMPROVED DAILY WORK THROUGH INTUITIVE WORKDAY DASHBOARDS

The Results
Dashboards became easier to use and easier to trust. Staff could complete routine tasks more quickly, relying less on manual workarounds and outside help. Most importantly, PCC now has a practical foundation for building dashboards that actually support people’s work, making daily tasks smoother and more efficient across teams.

How They Did It

Through conversations and working sessions, staff identified the information they needed most and how they wanted it organized.
Using that input, the team designed dashboards that matched real work patterns. Clear guidance was also created so future dashboards could follow the same simple, consistent approach.

ACHIEVED READINESS THROUGH EARLY PLANNING & TRAINING

The Results
Ivy Tech staff entered implementation feeling more prepared and less overwhelmed. Teams had a clearer sense of what to work on early and why it mattered. By investing in planning and learning upfront, Ivy Tech created a smoother path forward and a stronger foundation for long-term success.

How They Did It

Early conversations helped teams identify foundational work they could tackle before implementation ramped up, such as clarifying data concepts, understanding how Workday Student works, and thinking through how roles would change.

Training was designed to be accessible, using real examples to connect system concepts to day-to-day campus work. Staff were encouraged to ask questions freely and build understanding gradually, rather than waiting until go-live pressure set in.