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  • We need greater engagement!We need to bemoreprepared!We need to expand our professional networks!We need to be valued!We need to be challenged!IT StaffWe need moreopportunities!

    Job Enrichment Proposal for IT at IU

  • We need better staff retention!We need help at peak activity times!We need to betterleverage resources andtalent!We need staff to understand the broader IT picture at IU!We need better succession planning!We need quicker skills development!

    Job Enrichment Proposal for IT at IU

  • a University-widejob enrichment program for IT professionals!We all need

    Job Enrichment Proposal for IT at IU

  • *A Proposal for Job EnrichmentDeveloping IT Human CapitalTodd Herring, Marianne Chitwood, Dan Young, Jon Dunn, Todd Duke, Eric Wernert, and Jim Anderson

    Job Enrichment Proposal for IT at IU

  • *Job Enrichment Proposal for IT at IUWhat is Job Enrichment?Rotating people through jobs & departmentsLearning new disciplinesBuilding new relationshipsStrengthening core skillsCreating pathways for professional development

    Job Enrichment Proposal for IT at IU

  • Project BackgroundProject definition - enrichment instead of rotationBackground researchSurveyFeasibilityRecommendation*Job Enrichment Proposal for IT at IU

    Job Enrichment Proposal for IT at IU

  • Benefits to the IndividualOpportunity to extend skill setOpportunity to leverage existing skills Expand professional networkBroader organizational awarenessCareer management opportunitiesExcitement and engagement!

    *Job Enrichment Proposal for IT at IU

    Job Enrichment Proposal for IT at IU

  • Benefits to the University Edge, Leverage and Trust (ELT) in action!Addresses needs during high-volume periods, utilizing existing staffIncreased breadth and depth of skills Retention of quality staffSuccession planning

    *Job Enrichment Proposal for IT at IU

    Job Enrichment Proposal for IT at IU

  • Potential Challenges/DrawbacksFear of staff lossStaff not a good fitMy projects are too (fill-in-the-blank) Cant afford to give up Suzie IT workerLength of commitment (time period)Buy-in at all levels & units

    *Job Enrichment Proposal for IT at IU

    Job Enrichment Proposal for IT at IU

  • Feasibility There was significant interest from all constituent groups- Survey respondents were favorableNot a one-size fits all programParticipation should be voluntaryFits some job classifications better than others

    *Job Enrichment Proposal for IT at IU

    Job Enrichment Proposal for IT at IU

  • RecommendationsIdentify project champion(s)Pilots with evaluationSchool to UITSSchool to SchoolUITS to UITSUITS to RegionalFormal governance & expansion?*Job Enrichment Proposal for IT at IU

    Job Enrichment Proposal for IT at IU

  • This is already happening at IUJim Kippenbrock interim IT director for School of Engineering and TechnologyKristy Kallback-Rose interim Research Technologies liaison to SETTodd Herring interim manager of LSP services and tier 2 supportJared Beard project manager from KSB on loan to Talisma project Where is this already happening within your organization?*Job Enrichment Proposal for IT at IU

    Job Enrichment Proposal for IT at IU

  • Thank you Questions?

    Comments?*Job Enrichment Proposal for IT at IU

    Job Enrichment Proposal for IT at IU

    Jim: Ive talked with a lot of IT workers over the years, and some common desires and themes emerge when they talk about their jobs and careers. They tell me things likeWe need greater engagement more opportunities to be more prepared to expand our professional networks to be valued andto be challenged*Ive also worked with a lot of IT managers, and they too have a common set of challenges when they think about staffing, talent, and productivity. They say things like...We need better staff retention help during peak activity times to better leverage resources and talent quicker skills development staff to understand the broader IT picture @ IU and better succession planning*We need to address both sets of needs and concerns with a single solution. What we all need is**This was the task that a group of us from the recent ITLP cohort volunteered to address as an opportunity from Debby Allmayer. Weve worked as a group over the past 4 months, and todays presentation is intended to share the results of that work with the leadership of the broader IT community.*

    *Rotating people This type of activity has traditionally been called job rotation and has been used widely in manufacturing to address burn-out.*New Disciplines Opportunities for IT personnel to get a taste of other areas programming, PC support, video conferencing, networking*Relationships This is critical to long term success and growth in any career and also result in higher levels of job satisfaction*Core Skills - Understanding how our job functions impact and integrate with others throughout the University will result in more efficient and effective IT service in all areas *Professional Development Nobody loses if we are able to maintain high quality IT personnel within the University by providing more professional growth opportunities outside of our schools, departments, and units First of all - Why do we use the term Job Enrichment instead of Job Rotation? --- it has some of the elements of a traditional job rotation program, but it is much, much more --- as we discussed on the previous slide, it is about growing individuals, strengthening teams, and leveraging the overall IT community at IU

    *Definition Project team consisting of 7 individuals representative of 3 constituent groups (Schools, Regional Campuses, and UITS) volunteered to explore the feasibility and possible design of a program that develops human capital for the extended IT community*Research We conducted a cursory literature review and did some web searching to see what we could find about existing programs for IT job rotation and their success factors. We didnt find much, but did get some pointers on benefits and potential risks that helped to inform our report. A quote from a 2002 article on job rotation in academic libraries: The Indiana University, Bloomington, libraries have their own process, criteria, and forms for all their staff to use. The information is clearly laid out and is an excellent example that others might find useful. As far as we can tell, this process and documentation no longer exist!*Survey The group surveyed over 40 IU IT workers (mostly managers and directors) across the different constituent groups to determine if there was perceived value in a University-wide job enrichment program. 22 responses were received.*Feasibility First step was to determine if such a program is feasible two aspects: interest & logistics*Recommendation If such a program is feasible, how do you set it up for the best possible chance for success? And, what is the next step?**Extend skill set - the employees will benefit by learning new skills, updating existing skills, or filling in gaps in their knowledge - this helps them to grow professionally and be more employable (the biggest benefit is to the employee) *Leverage skill set - the employees can use their skills (perhaps highly specialized or relatively rare in the University) to help new groups or departments - this helps them to broaden their impact, feel a greater sense of contribution and job satisfaction, and feel more valued. (Both employee and University benefit)*Network expanding ones professional network typically makes that individual much more effective & efficient and can lead to other professional opportunities. It also results in high levels of job satisfaction.*Organizational awareness Employees have a stronger commitment to their role within the organization when they understand how they contribute to the success and well being of the organization.*Excitement & engagement! - The Grass is always greener on the other side of the fence - Everyone gets tired of the doing the same thing day-in and day-out. This offers an opportunity to introduce variety. Additionally, this can be used as an incentive, or a way to reward high achievers.

    **ELT This program will contribute to breaking down any remaining barriers between Schools, Departments, UITS, and Regional Campuses by building trust through better communication and cooperation over time we believe it will lead to a much more efficient support model through out the University*High-volume service periods University is in a better position to more fully utilize existing IT staff much easier to shift workforce to different units during peak demand periods*Breadth & Depth Great way to easily increase breadth and depth of IT knowledge leverage other organizations where services touch or who have identified areas of excellence where a unit needs to acquire expertise.*Retention Everyone wins if IU retains quality staff, even if it means one unit loses an employee to another*Succession planning These shared experiences will lead to a much richer pool of qualified applicants within the University to be considered for vacancies **Fear Suzie IT Worker is mine! I dont want to lose her by exposing her to other opportunities! The way to retain quality employees is to invest in their professional development, even if it means you may lose them to another unit within IU we cannot treat them like mushrooms, and hide them in a dark IDF closet somewhere in the building expecting them to grow.*Not a Good Fit Managers must be intentional with their placements and monitor performance to minimize bad experiences.*Too Complex, involved, delicate, etc. Absolutely! There are a number of projects that are too complex to allow for this kind of experience some programming projects and ot

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