Centralizing Faculty Transcript Processing
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Problem
Southern New Hampshire University (SNHU) initiated a transition from decentralized, school-based transcript handling to a centralized model managed by the People Support Team.
Previously, transcript collection and review for newly hired faculty (adjunct and full-time) were managed at the school level. This led to:
Inconsistent procedures across academic units
Ambiguous transcript requirements
Increased administrative burden on schools
Variability in escalation handling
Compliance and audit risk tied to accreditation standards
The university sought to standardize transcript collection, review, redaction, escalation, and storage under a centralized structure.
However, this shift required significant role clarification across Talent Attraction, School Contacts, Academic Operations, HR Business Partners, and People Support. The success of the new process depended on stakeholder understanding, alignment, and adoption.
A structured training experience was needed to support implementation, reduce resistance to change, and ensure consistent execution across teams.
Role
Learning Experience Designer / Instructional Designer
I designed and developed a structured learning experience to support the rollout of the centralized transcript process for SNHU’s People Support Team and key university stakeholders.
Deliverables included:
A 45-minute live virtual training session
A comprehensive Facilitator Guide with scripted notes, timing, and interaction prompts
A Participant Guide designed for both live-session note-taking and post-training reference
Scenario-based knowledge checks aligned to high-risk process variations
Reinforcement guidance directing participants to centralized job aids and documentation
The training was designed for cross-functional university stakeholders involved in transcript handling and compliance oversight
Process
1. Intake & Alignment
Using a DLA-aligned intake process, I gathered detailed information about:
Desired behavior changes
Known operational risks
Stakeholder groups and role boundaries
Metrics for post-launch evaluation
Barriers to adoption (including role confusion and change resistance)
The intake clarified that training needed to drive:
Accurate execution of the centralized transcript workflow
Proper use of the escalation pathway
Consistent application of transcript validity standards
Clear communication between People Support and academic stakeholders
Success metrics included training completion, confidence levels, transcript compliance timelines, and error/miss reduction.
2. Learning Design Strategy
Because the process spans multiple stakeholder groups, the training was structured around:
Change Clarity
What has changed (centralized intake and redaction under People Support)
What has not changed (schools retain academic qualification authority)
Visual Process Mapping
A high-level end-to-end workflow diagram to clarify handoffs and reduce ambiguity
Role-Based Responsibilities
Clear delineation of responsibilities across People Support, School Contacts, Talent Attraction, Academic Operations, and HR
Scenario-Based Application
Participants worked through realistic scenarios addressing:
Missing transcripts after the defined submission window
Expedited (rush) hire situations requiring interim documentation
International degrees requiring accredited credential evaluations
Escalation triggers and cross-functional coordination
The design emphasized clarity, compliance, and decision-making under realistic operational constraints.
3. Facilitation & Reinforcement
To ensure consistent delivery and scalability, I created a detailed Facilitator Guide that included:
Slide-by-slide timing (46-minute structured session)
Facilitator scripting and producer notes
Chat-based interaction prompts
Built-in knowledge checks
The Participant Guide reinforced key content areas, including:
The centralized workflow
Escalation pathways
Transcript validity standards
Available support tools and job aids
The training directed learners to a centralized resource hub to support ongoing performance beyond the session.
Impact
Training Effectiveness
Post-training feedback collected via Microsoft Forms indicated:
The majority of participants reported feeling “Confident” or “Very Confident” applying the new centralized process.
Open-ended responses emphasized clarity, organization, and the value of having defined responsibilities.
Few unresolved concerns were raised, suggesting strong knowledge transfer.
Organizational Impact
The training supported:
A smooth transition to centralized transcript intake and review
Clearer accountability across stakeholder groups
Reduced administrative burden at the school level
Improved consistency in documentation handling
Stronger alignment with compliance and accreditation standards
Most importantly, the learning experience supported a complex operational shift in a way that increased stakeholder confidence and minimized disruption during implementation.
What This Project Demonstrates
Designing training for operational and compliance-driven change
Translating complex cross-functional workflows into clear learning experiences
Supporting organizational transition through structured facilitation
Building role clarity in multi-stakeholder environments
Aligning training design to measurable business outcomes
Note:
Course materials owned by Southern New Hampshire University and not publicly shareable.
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