Transforming service delivery for a state department of labor
In the United States, departments of labor play a vital role in the state economies. These agencies are responsible for providing employment services and training programs, enforcing labor laws, ensuring fair wages and safe workplaces, as well as ensuring access to unemployment and disability benefits. In one of the MidAtlantic states, the department of labor also manages the paid leave insurance program for employees who need an extended time off to care for a new child, or deal with a health or family crisis.
To make these services and resources accessible to all residents, this department of labor made considerable investments in technology. Implementing new digital solutions helped to support their initiatives to improve the constituent experience and service delivery. As part of these efforts, the state’s division of unemployment insurance embarked on a major modernization project—an endeavor with far-reaching implications for staff, claimants, employers, and third-party administrators.
Overcoming legacy system challenges
The department faced a significant challenge. They were poised to transition from dated legacy applications and mainframe data repositories to a Salesforce-based, all-in-one platform. While the system upgrades promised to improve data quality, streamline workflows, and enhance the user experience, it also presented hurdles. Staff members, many of whom had spent decades using established workflows tied to older systems, needed to adapt to entirely new processes and technologies.
This modernization effort required a robust change management approach to ensure successful adoption. Stakeholders included unemployment insurance staff (scattered across multiple offices statewide), claimants navigating the unemployment process, employers interacting with the program, and third-party administrators supporting those employers. CAI worked closely with the division of labor to address these challenges, focusing on specific activities while collaborating with other vendors to engage constituents effectively.
Persona-based communications and engagement
Recognizing the diverse needs of unemployment insurance staff, the CAI organizational change management (OCM) team conducted a detailed analysis to identify impacted personas. Personas represent groups of individuals with similar roles, responsibilities, and goals within the organization. This analysis involved reviewing organizational charts, conducting stakeholder interviews, verifying business processes, and maintaining regular updates. By understanding these personas, the OCM team was able to tailor communication, engagement, and learning activities to meet the unique needs of each group.
Communication preferences varied significantly across personas, including differences in modality, frequency, and timing. Additionally, go-live dates for the new platform were staggered based on the specific areas of unemployment insurance that staff supported. To address these complexities, the OCM team developed persona-targeted strategies while maintaining a cohesive change champion network.
Change champions served as representatives from each persona and played a key role in bridging communication gaps. They attended monthly meetings to receive updates, share critical information with their teams, and bring forward questions and concerns for discussion. Targeted messaging emphasized both the benefits of modernization, and the challenges staff would face. This helped to drive awareness, engagement, and readiness for change. Communication materials included infographics detailing, “what’s in it for me,” readiness assessments, site visits with persona specific content, and system demonstrations.
"By combining tailored digital communication, in-person engagement, and clear demonstrations of functionality, the CAI team ensured that the department staff felt informed, supported, and prepared for the transition."
Persona-based learning for future success
Traditionally, learning and education within the division involved limited classroom sessions coupled with on-the-job shadowing. While shadowing allowed new hires to learn on the job, it often resulted in inconsistent work methods, as processes varied depending on the mentor. With the modernization project, the department needed a more consistent, cohesive, and trackable approach to learning.
To meet this need, the CAI team introduced a blended learning model that tailored to each persona’s specific requirements. This approach combines eLearnings, instructional videos, user guides, job aids, and classroom-based training to create a comprehensive and engaging learning experience. Through the adoption of Articulate software, the team developed eLearning modules that could serve as prerequisites for classroom training. These modules, integrated with the state’s learning management system (LMS), created a means of tracking completion and administering knowledge checks.
Once staff completed the eLearnings, they participated in hands-on classroom sessions designed to reinforce their understanding of the new platform. Instructional videos, user guides, and job aids were provided as ongoing resources to help staff retain and apply their knowledge. This blended learning strategy has not only standardized training but also empowered the staff to succeed in a modernized digital environment.
The power of persona-based change management
By tailoring OCM initiatives by persona, the department was able to effectively implement the popular ADKAR (awareness, desire, knowledge, ability, reinforcement) change management approach. Communication and engagement efforts ensured staff were aware of the change, motivated to participate, and informed about how modernization would impact their workflows and roles. Learning initiatives provided the knowledge and reinforcement necessary for staff to adopt new processes confidently.
Change is not a one-size-fits-all journey, by creating personalized experiences, organizations can maximize their chances of successful adoption and transformation. For this department of labor, investing in target strategies sets the foundation for a more connected, efficient, and effective future.
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