Motivating & Retaining IT Staff in Face of Low … · Welcome! Motivating & Retaining IT Staff in...
Transcript of Motivating & Retaining IT Staff in Face of Low … · Welcome! Motivating & Retaining IT Staff in...
Welcome!
Motivating & Retaining IT Staff
in Face of Low UnemploymentJuly 18, 2018
Maury Weinstein
410-771-5544 x4319
If it hasn’t arrived by 12:15
Please double check with your receptionist
then contact Mike Jones:
[email protected] OR 410-771-5544 x4355(we are recording the webinar – so don’t think twice about stepping away
for a few minutes to go pick it up at your front desk!
We Hope You
are Enjoying
Your Pizza!!
During the Webinar…
Audio – In presentation mode until end
Control Panel View webinar in full screen mode
Feel Free to submit written questions
Open Q & A at the end
(please raise your hand & we will unmute your line)
Survey at conclusion of webinar
Agenda Why people stay at jobs
Personnel assessments and merit increase
Career paths and competencies
Work from home
Fun@Work
Watch management credibility and messages
Client satisfaction results for timely feedback
Hiring promotable people using Wonderlic tests
Match staff supply with demand
Making workloads decline
Maturing your IT with best practices
How industry researcher Gartner assigns “Run, Grow and Transform” responsibilities
Studied why people stay at jobs to understand motivation Top 5 satisfiers:1) Work expected is written and agreed to2) Work has intrinsic value3) Timely feedback4) Given ability to complete job assigned5) Career path
Personnel Assessments and Merit Increase
Timely feedback (a top 5 satisfier) People know where they stand
“What I’m expected to do” (top 5 satisfier) Performance measured against performance criteria for that
role
Career planning (top 5 satisfier) Subjective, candid, closed door
If it hasn’t arrived by 12:15
Please double check with your receptionist
then contact Mike Jones:
[email protected] OR 410-771-5544 x4355(we are recording the webinar – so don’t think twice about stepping away
for a few minutes to go pick it up at your front desk!
We Hope You
are Enjoying
Your Pizza!!
Performance Assessment Process
Strokes rather than outcomes
Monthly with mid-month check-in
Rating
Weighting
Written down as a monthly report card with post assessment comments
Results tied to annual merit increase
What needs to be done (one sentence)?
Site & Operations Management
Measured by:
• Manages classroom facilities & security for all System Source locations.
• Oversees production of asset management reports
• Monitors customer and instructor feedback—works with staff to quickly resolve these issues
• Updates and maintains security card and key log spreadsheet
• Meets or delegates meetings with contractors for first teaches - Facilities Check list
• Oversees ordering of classroom and break room supplies - Classroom Supplies - Break room supplies
• Manage temperature for weekends and evenings for class start and end dates
• Oversees shipping & staging of curriculum
• Implement plan for retrieval of incidentals in the classrooms (Please add to checklist) End Of Day Classroom Checklist
• Review all supply expenditures in advance
• Track all rental equipment and costs
• Work to get Rental evaluations back and refine process for tracking
• Oversees Classroom Cleaning, Classroom Inspection, Daily Check list, Weekly Check list, Snow Line Check list, Temperature Check list
Target range: Deadline:
Post assessment period comments:
Career Path
Enterprise Systems EngineerRequirements: Customer Satisfaction levels consistent with peers.Must maintain Current Senior SE requirements to achieve Enterprise SE standing
Successful completion of:Demonstrated presentation skills (as agreed upon with Manager)Demonstrated writing skills (as agreed upon with Manager)Sales Certification: 2nd technical sales certification, as agreed upon with Manager (i.e. MS Certified Salesperson, Cisco Sales Expert, Nimble, VMWare)CompTIA Project +Certification in MS SQL, Dell EqualLogic, Nimble, Exagrid, or other certification as agreed upon with Manager Other competency as agreed upon with Manager
Career Path (continued)
Enterprise Systems Engineer
Annual Benefits:Purchase of equipment at cost (up to $10,000)Book, technical and magazine subscriptions to $5005 System Source delivered training days for family membersCable Modem serviceAttendance of one multi-day conference outside of BaltimoreHigh-end laptop
Competencies
Defined as in-depth responsibility for an engineering outcome: i.e. “securing workstations” or “new hire onboarding”
This person responsible for independently: Interfacing with the manufacturer Gaining deep product knowledge Coordinating with our marketing team Monitoring solution Making a business case Securing the solution
Benefit: Project day quarterly/ties to career path
Work from HomeRequirements: Working from home should be transparent to the customer Client appointments and needs take precedence over work from home days Minor children should be supervised by another adult
Security considerations: Home workstations are to be managed by Kaseya to reduce security risks No confidential data is saved outside of our internal systems for any reason
Working from home is at management’s discretion for each person and uses the following criteria: Ticket count consistent with historical productivity Customer satisfaction consistent with historical standards Transparent to the customer Availability during standard hours Communication with other team members, staff and clients Reliable computing systems and internet connectivity
Fun@Work
Theory: Quality of individuals’ lives are tied to quality of relationships around that individual
What relationships can you impact?
Relationships between employee and company, customer and stockholders
Behind Fun@Work
Facilitates bonds between staff
Increases staff pride in workplace
Features staff not normally in limelight
Fosters creativity
Counters staff perception of being seen “as mechanical objects”
Make contagious so clients notice
Watch Management Credibility and Messages
“This is an upsetting event to all of us here at United. I apologize for having to re-accommodate these customers. Our team is moving with a sense of urgency to work with the authorities and conduct our own detailed review of what happened. We are also reaching out to this passenger to talk directly to him and further address and resolve this situation.”
Oscar Munoz, CEO, United Airlines
Client Satisfaction Results for Timely Feedback
Connecting goals directly to clients
Through satisfaction surveys
Support Resolution Path
Requests from ticket
system, phone or
Assign to appropria
te engineer
Users receive ticket
updates automatic
ally
Ticket held open
a day after
close to ensure
resolution
Single question
satisfaction survey
sent
Client Satisfaction Results
“Problem was fixed before I even knew there was a problem.”
“He was as cool as the other side of the pillow.”
Hiring Promotable People with Wonderlic Tests
Wonderlic and similar tests assess “adult ability to learn”
Ability to learn is key to promotability and therefore career path
One of the hardest retention challenge is folks:
Not-promotable
Can’t expand/change his/her role
Match Staff Supply with Demand
Have enough staff by using hiring multiple or labor hours backlog
Reduces stress
Increases staff confidence in management
Make Workloads Decline Through Proactivity
Changes high turnover on-demand roles into ones individuals can control and be proud of
Proactivity Drives Productivity
Capacity
Read Cache
Controller CPU
Key: AcceptableNeeds AttentionUrgently Needs Attention
Overview & Recommendations
• Your array is roughly 86% full. Otherwise, it is operating within best practice operating limits for read cache utilization and controller CPU utilization.
• While we would normally suggest a capacity upgrade, our conversation detailing your capacity trends (flat to slight increases, with space reclamation generally successful), plus your desire to budget for a new array to mitigate the End-of-Support date pending in 12/2019, lends us to take a practical approach. Therefore, no actions are recommended.
• There are no open support tickets. Note Nimble opens and closes more than 80% of all support tickets without any action required from you.
Performance Data
-21%
0
0.005
0.01
0.015
0.02
0.025
0.03
0.035
0.04
0.045
Tick
ets
Pe
r W
ork
stat
ion
Pe
r B
usi
ne
ss D
ay
Staff Productivity Metric: Tickets per Workstation per Business Day All Clients
Series7 2 per. Mov. Avg. (Series7)
And the percent of issues addressed proactively (before they impact you) has increased from 17% to 30% of tickets
Reducing 21% of tickets at $25/pp/hour average downtime cost saves $42/pp/year assuming 1 hour of downtime per request
Maturing Your IT With Best Practices Survival — Little focus on IT infrastructure and operations
Awareness — Critical to the business; beginning with people, process and tools to gain control
Committed — Moving to a managed IT support and improved project management to increase satisfaction
Proactive — Gaining efficiencies and service quality through standardization, policy and proactive processes such as change management
Service-Aligned — Managing IT like a business; customer-focused; proven, competitive and trusted IT service provider
Business Partnership — Trusted partner to the business for increasing the competitiveness of business processes
IT Maturity ModelSurvival Awareness Committed Proactive Service Aligned Business Partnership
People No focus on IT infrastructure or operations
Technology-centric organization for IT infrastructure and operations
Technology-centric organization; investment in IT service desk
Process-centric organization
Customer and business focused IT service and delivery organization
Business optimization and entrepreneurial culture
Process No formal process for IT infrastructure and operations
Ad hoc but aware processes are necessary
Defined processes for IT service, support and project management
Repeatable and automated; focus on IT service delivery processes
Integrated, automated; focus on service and business management processes
Dynamic optimizationof IT services; implement processes fostering innovation
Tools No formal strategy or execution on investments
Basic management tools; no formalhardware and software standards
IT support and project management tools; desktop hardware and software standards; begin infrastructure rationalization
Formal infrastructurestandards and policies; management tools; virtualized infrastructure
Formal IT management process/tools architecture, shared services, aggregated capacity management
Proactively promoting new technologies to impact business
Support Method
Reactive – Time & Materials
Recurring Scheduled Hours (Professional Affordable IT)
Managed Services
Motivating and Retaining IT Staff in Face of Low Unemployment
Learning from our 145,000 IT Support Tickets and 13,750 Satisfaction
Surveys
Lessons from Verizon's Analysis of 40,00 Security Incidents
Reducing Your IT Costs
Cloud Strategy
Evaluating Managed IT Services
Building a Cost Effective and Crisis Free IT Team
DR Planning Workshop
Our Management Seminar Series