By Heather Zimar, AACRAO Managing Editor, Journals & Publications
A SEM success framework includes relationship building–connection, trust, and belonging–as well as essential tools like active listening, continuous improvement, and technology to adapt, according to Natasha Buis-Deering, Executive Director (SEM) and Registrar at the University of Lethbridge and Krista Pearson, Registrar and Executive Business Lead, R3 Lead Project at Algonquin College, who presented at the 2023 AACRAO SEM Conference.
The tools continue to evolve, but the relationships continue to be maintained. Buis-Deering said.
To build relationships, she offered the following suggestions:
- Invest. Noting that it takes time to invest in relationships with leaders, she said, “You have to give them more time than they give you. You need to take their vision and try to fold it into your vision. We have to have a shared set of values…and a shared vision.”
- Be transparent with data. “You need to engage all of your middle management colleagues,” Buis-Deering suggested. “Elevate them, and you will end up having more successful SEM conversations. That is going to raise all your boats around SEM.”
- Make time for people. Consistent meetings and leadership development is important, Buis-Deering said. “Engage in non-threatening ways to build trust,” she added. “Celebrate each success, and celebrate in different ways.”
Relationship building goes hand in hand with implementing essential tools for SEM success. This became clear during a learner-driven continuous improvement journey at Algonquin, Pearson said. During a “moment of truth” at the beginning of a new space project, the institution faced disappointing service rates, including high wait call times, abandoned calls, slow response rates, and untracked response time emails. This led the campus to implement “rapid improvement events.” The institution focused on student needs, quality interaction, and a one-stop experience. The efforts also reinforced that the staff time was important.
We engaged everyone, Pearson said.
Efforts, among others, included empathy mapping. This engaged staff from all the colleges and all campus leaders and included observing and listening to what students were saying and doing.
This qualitative data rounded out other data points, Pearson said. We learned what we are doing well and where we needed to improve.
Other efforts included automating processes; employee check-ins and celebrating successes; conducting focus groups, pulse surveys, and policy readability tests; and ensuring visibility of leaders.
Setting targets is part of implementing tools, Pearson noted. Having a goal post allowed us to say we're working toward something and that we’re all moving in the same direction, she said. This includes daily and weekly adjustments.
Over five years, the institution increased student satisfaction, decreased wait times, and implemented technology.
Students are happier when they get info. when they want it, Pearson said.