The University of Phoenix underwent two important changes four years ago: the institution moved from a public company to a private one, and the new president, Peter Cohen, took the helm. These changes prompted Peter and VP of Talent Management Jeff Andes, to work together to unify staff and prioritize a more agile approach to their work.
“As an HR professional I’ve always said, I don’t love the tactical parts of HR. what I do love is helping a business achieve their strategy and goals,” said Andes. Soon Jeff was assessing which platform would be agile enough to grow his vision and provide his team with the framework of a fresh performance development model of flexible touchpoints.
The University of Phoenix provides access to higher education opportunities that enable students to develop the knowledge and skills necessary to achieve their professional goals, improve the performance of their organizations, and provide leadership and service to their communities. The University of Phoenix was founded upon the vision of making higher education available even if you’re a professional with a full-time commitment to work and family.
We came from using a complex and clunky system to Betterworks, which is so easy to use. It’s like going to the Internet and using a normal webpage,
VP, Talent Management at University of Phoenix
The University of Phoenix’s tactic of focusing on behavioral changes first, before implementing a new solution, made the change management process to Betterworks straightforward and simple. “We came from using a complex and clunky system to Betterworks, which is so easy to use. It’s like going to the Internet and using a normal webpage,” said Andes.
Additionally, the team benefited from ongoing support during the process.
“One of the major differentiators of Betterworks is the team’s partnership and willingness to work with me as a customer. The Betterowrks team has been a true partner to us through this past year and a half and I’ve had so many great conversations with leaders at Betterworks.”
University of Phoenix’s employees can now experience bi-directional communication (both employees and their managers have a say in ongoing conversations and feedback) which has led to the team experiencing more agility and transparency than ever before.
“Within a year we were seeing over 70% participation in check-ins, something we’ve never seen before. We’ve seen employees stay tightly connected with their leaders over this past year, which has led to greater success for the teams overall,” said Andes.