Good Times Folks ...

[1StrongBlackMan]

I think I may have mentioned that I'm working a big (and high profile) project at work ... re-organizing a highly decentralized department into a more centralized department.

I first met with the new VP over the department 3 months ago to get a frame and scope for the project. We had 120 days to shift 12 Development Officer (fundraisers) from being housed in, and paid for by, individual College/Schools/Centers to be housed in a newly created Development Office and build the administrative infrastructure to support the Officers. Each of these Officers are under contract with specific and strict Notice Requirements. (April 1, 2015 is Drop-Dead Day)

Her response ... "where I came from, HR did all of this." (It became clear that she may be the hell-of-a-fundraiser, but she knows nothing about re-organizations.)

So I offered,

re-organizations are a lot like working with an architect to design a house ... you have to know the basic stuff, like how big a house you want, the number of rooms, what you plan on doing with the rooms, etc. Then, the architect can draw up the house you want.

Her response,

where I came from, HR did all of this.

(It became clear that she only thought that HR had done it all, because at her previous organization, the stuff that I was asking of her had been provided by the person seating in her chair.)

After 14 days of emails and calls, back and forth, (including sample organizational structures that I thought approached what she was looking for), I finally got a rough of a Org Chart ... after almost convincing her that one builds an organization around what you need and the work to be done, not the people you think you want in particular chairs.

Day 20: Deliver Standardized Job Description of 12 Development Officer positions and 4 Administrative support positions.

Day 23, she brings in the even newer Senior Director of Operations (who "had HR in his portfolio&quot ... and I get to put in more work on the Org Chart because "plans have changed and there are some considerations that we can't share." Okay. Fine. I knew that the re-org would be equal parts function and politics. So I began talking roll out ... the re-organization would be rubbing against about 75 years of organizational culture and would be met with resistance ...

{Ms. VP} and {Mr. Sr. Dir.}, I know this is the greatest plan ever drafted; but, we will need to stakeholder buy-in ... You will get no where just telling a (college/school) Dean or Center Director, you are going to remove the fundraiser that she hired and that raised a couple million dollars for her pet projects in the last quarter. We'll need to do "A", "B", "C" and "D"

(laying out a roll-out communication plan)

Her response:

I've been 'socializing' the idea.

(whatever "socializing" an idea is).

Day 30: We meet. I learned nothing has been done to initiate the communication plan and I learn of a change to the plan ... "there are some considerations that we can't share." So I offer, "Okay. What do you need HR to do?" Their response: "We need you to come up with a timeline." (A timeline for WHAT ... the plan changes daily and I find out about the change a week later ... "Guys ... can you loop me in on the changes?" Response: "there are some considerations that we can't share.&quot

Day 31: (18 hours later) I provide a timeline for organizational items, including the required personnel actions.

Day 42: (and 6 calls and 3 emails later), still hadn't heard a word. So I start looping in me boss ... "I can't give them what they want if I'm not included in the planning ... or at a minimum, given a direction to head."

Day 53: We meet. The plan has changed yet again ... "there are some considerations that we can't share." Nothing on timeline accomplished.

Day 72: (lost count of calls and emails - but all journaled) I receive a Meeting Invite at 9:00 a.m. for an important meeting at 4:00 p.m. The plan has changed yet again ... "there are some considerations that we can't share." The Org Chart I had is no longer relevant. No Org Chart forthcoming. "Okay. How can I help?"

"We need a communication plan ... you know ... some FAQs. You are good at wordsmithing. Some people are resisting and concerned about litigation if this is rolled out correctly. (Yes. I know what a communication plan is and what FAQs are ... They are NOT the same thing)

"Okay, send me the questions that you are hearing and I'll work with you to develop the messaging."

Day 73: Job Description Classified, Coded, Costed Out and delivered.

Day 80: Not a word, no questions. No calls. No call backs. (Figure I'm toast on this project)

Day 90: (30 Days to D-Day)- Not a word. No questions. No Calls. No Call backs ... nothing

Day 95: Found out Administrative Support position had been posted for recruitment. Completely ignored the salary recommendation. Position posted at $3,000-$7,000 above the position's maximum "Because we want quality candidates" (never mind the whole Comp/Class system that applies to the entire University).

Day 97: Email from {Mr. Sr. Dir.} inquiring about personnel actions required. I respond that I am happy to work with him as there is no "one size fits all" treatment ... each affected employee must be reviewed separately.

Day 100: Another email from {Mr. Sr. Dir.} requesting a meeting to guide him through the systems requirements for the personnel actions required. I respond when the previous school/college/center issues the Notice coded for a contract extension, the system automatically generates a new contract. There is nothing for him to do other than coordinate with the previous school/college/center. Found out, the project had not been formal introduced to any of the stakeholders other than some of the Deans/Center Directors ... No non-management employees. Reiterated that I am happy to work with him as there is no "one size fits all" treatment ... each affected employee must be reviewed separately.

Day 112: Another email from {Mr. Sr. Dir.} requesting a meeting to guide him through the systems requirements for the personnel actions required. I respond when the previous school/college/center issues the Notice with a contract extension, the system automatically generates a new contract. There is nothing for him to do other than coordinate with the previous school/college/center. Reiterated that I am happy to work with him as there is no "one size fits all" treatment ... each affected employee must be reviewed separately. Asked him specifically, what assistance he would need.

Day 113: Received the following email:

As my understanding of the various systems and transactions that need to occur and their timing requirements that need to occur for the change in organizational structure to occur, we don’t believe the previously discussed plans are viable at this time. April 1st is next week and we are running out of time. I will be drafting a timeline of changes and associated transactions that need to occur and will share accordingly.

Following is my reply:

Great … and I/we will work with you to make it happen.

Now. Who wants to bet that when everyone in this transactional pool drowns, the HR Life Guard will be blamed for being "Unhelpful"?

[elleng]

1. Heckuva place, eh 1Strong???!!!

< would be me!!!

[1StrongBlackMan]

2. Yeah ...

And did I mention all the talk about transparency?

[elleng]

3. Let's SEE IT!!!

Why NOT???