Changes

Successful pilots will continue to expand the authorized user group until ultimately all the individuals in the department are authorized to use ride sharing, should they choose to. For those with ongoing concerns after a first pilot, it can help to suggest that new users are selected through a snowballing process or are to be included on request. Calls for the user group to solely composed of managers should be resisted because it limits the diversity of the user group and potential trip types captured in a pilot, making the data less useful for a future evaluation and decision. Whereever possible, user groups and pilot should be designed to include all those who are likely to use local transportation services.   

Successful pilots will continue to expand the authorized user group until ultimately all the individuals in the department are authorized to use ride sharing, should they choose to. For those with ongoing concerns after a first pilot, it can help to suggest that new users are selected through a snowballing process or are to be included on request. Calls for the user group to solely composed of managers should be resisted because it limits the diversity of the user group and potential trip types captured in a pilot, making the data less useful for a future evaluation and decision. Whereever possible, user groups and pilot should be designed to include all those who are likely to use local transportation services.   

Successful deployments to date have been marked with several key criteria:   

  [[File:TC Uber Guide.png|thumb]]Successful deployments to date have been marked with several key criteria:   

1) '''High level policy cover''': often, although not necessarily from the departmental CIO. In successful cases, policy cover has come from CIOs, ADMs and DGs with an appetite for experimentation and improvement.

1) '''High level policy cover''': often, although not necessarily from the departmental CIO. In successful cases, policy cover has come from CIOs, ADMs and DGs with an appetite for experimentation and improvement.

3) '''Support from Finance''': The group whose work will be most directly effected by departmental ridesharing is corporate finance and so it is important to speak with these individuals early on. Finance also has the most to benefit.

3) '''Support from Finance''': The group whose work will be most directly effected by departmental ridesharing is corporate finance and so it is important to speak with these individuals early on. Finance also has the most to benefit.

4) '''User Guides''': Hey! Its the GC: we love user guides. Making new user guides can be a laborious process and feel unnecessary for something like Uber, so I've done you a solid and included the TC user guide at the bottom of the page which can be plagiarized at will ;-D

4) '''User Guides''': Hey! Its the GC: we love user guides. Making new user guides can be a laborious process and feel unnecessary for something like Uber, so I've done you a solid and included the TC user guide which can be plagiarized at will ;-D

A key tip for those looking to bring ride sharing to their department is to be persistent. Change is hard, especially for those that are comfortable with the status quo. Find your champion in senior management and then immediately start to work with finance. Corporate finance can be a good ally because departmental ridesharing goes a long way to lightening their workload, but they are also more likely to end an initiative if they feel their core responsibilities are being changed without their input. Otherwise, be prepared to hold a lot of hands with late adopters of ridesharing. Those who are unfamiliar with the system with often avoid using it in a work context so as not to have to admit ignorance, which is not as bad as those that condemn the system in order to have an excuse not to learn. These interactions can be trying but addressing them well will be some of the most important for a successful deployment.

A key tip for those looking to bring ride sharing to their department is to be persistent. Change is hard, especially for those that are comfortable with the status quo. Find your champion in senior management and then immediately start to work with finance. Corporate finance can be a good ally because departmental ridesharing goes a long way to lightening their workload, but they are also more likely to end an initiative if they feel their core responsibilities are being changed without their input. Otherwise, be prepared to hold a lot of hands with late adopters of ridesharing. Those who are unfamiliar with the system with often avoid using it in a work context so as not to have to admit ignorance, which is not as bad as those that condemn the system in order to have an excuse not to learn. These interactions can be trying but addressing them well will be some of the most important for a successful deployment.

A) No, your employer only has access to information about trips which you have asked them to pay for. Personal trips remain your personal information.

A) No, your employer only has access to information about trips which you have asked them to pay for. Personal trips remain your personal information.