UBC’s Building Operations department integrated a new focus on communications to drive operational change and the results were exciting. We know that reliable indicators of engagement and morale are demonstrated in the following: Days Absence per FTE are down from 12 days in 2016 to 11.2 days. This represents $125K of salary per year that … Continue reading "Transforming operations through better communications"
January 20, 2017
Labour relations is a key part of this process of renewal. Prior to 2001, the relationship with NASA was adversarial, characterized by a lack of trust and respect. At that shop floor, there was no buyin to what the university was doing. University clients didn’t see the value of the service they were getting. Human … Continue reading "Transforming and renewing a facilities resource team in a period of growth"
April 16, 2008
Involvement: Input was gathered from a wide spectrum of stakeholders through the following means: prior and ongoing reviews of needs, an initial collaborative system visioning and planning session with multiple stakeholders. There was an HR/IT steering team, strong support from IT and from the MAPS Steering Team, ongoing involvement of different client groups in testing, … Continue reading "The design, development and implementation of the UC Performance Link (UCPL)"
April 16, 2005
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