Welcome!

Motivating & Retaining IT Staff

in Face of Low UnemploymentJuly 18, 2018

Maury Weinstein

Presidentmweinstein@syssrc.com

410-771-5544 x4319

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Please double check with your receptionist

then contact Mike Jones:

mjones@syssrc.com 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!

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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

people, process and tools

Learned to motivate by offering

jobs employees want to keep and

therefore work hard to protect

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:

mjones@syssrc.com 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

“Death by Meeting” (Holli & Suz)

Be Curious About Others’ Fun@Work

Advanced Fun@Work- Zappos Tour

Fun@Our Computer Museum

Baby Clothes

Watch Management Credibility and Messages

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

email

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.”

Measurements Can Increase Satisfaction or Reduce It

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

People Scheduling

Match supply and demand

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

How Industry Researcher Gartner Assigns “Run, Grow and Transform” Responsibilities

Outsource “Run” To “Grow” & “Transform”

“Run”“Grow”

“Transform”

Motivating and Retaining IT Staff in Face of Low Unemployment

Learning from our 145,000 IT Support Tickets and 13,750 Satisfaction

Surveys

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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

Q&A

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& We Will Open your Line!

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