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The Human Factor: Five Tips for Creating the Quintessential Hybrid IT Professional

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Douglas Smith, a certified Organizational Development (OD) Practitioner, demonstrates how HCSC has applied OD principles to its Infrastructure department, bridging the gap between IT and the business. He shares five tips for creating a hybrid IT professional, someone who can interact seamlessly with both the business and IT. If you’ve been charged with helping your team reach its full potential, this presentation is not to be missed.

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The Human Factor: Five Tips for Creating the Quintessential Hybrid IT Professional

  1. 1. © Copyright 3/31/2015 BMC Software, Inc1 Douglas A. Smith October 2014 Tips For Developing The Quintessential IT Professional The Human Factor
  2. 2. © Copyright 3/31/2015 BMC Software, Inc2 Douglas A. Smith October 2014 The Human Factor
  3. 3. company background • Health Care Service Corporation (HCSC) operates Blue Cross and Blue Shield Plans in Illinois, New Mexico, Oklahoma, Texas and Montana and is the largest customer-owned health insurer and fourth largest health insurance company in the U.S. • Focused on improving the health and wellness of its members and communities HCSC employs more than 21,000 people and serves more than 14 million members – 38% in national employer plans, 32% in large local employers, 10% in small employers, 10% in individual plans,10% in government plans • HCSC retains full or joint ownership of a number of subsidiary companies, including Dearborn National, Dental Network of America, MEDecision, Availity, Prime Therapeutics, RealMed, Academic Health and more • A commitment to providing superior services and products to individual members and group customers have made HCSC and its subsidiaries among the fastest growing health and life insurance companies in the nation 38% 10% 10% 10% 32% 3
  4. 4. HCSC Purpose “To do everything in our power to stand with our members in sickness and in health” 4
  5. 5. Biography Douglas A. Smith – Configuration Management Leads both Configuration Management and Knowledge Management at Blue Cross and Blue Shield of Illinois, Montana, New Mexico, Oklahoma and Texas o Group credited with building foundational architecture for holistic Configuration Management System (CMS) – a departure from the former monolithic Configuration Management Data Base (CMDB) – with significant benefits for business in service availability and performance o His program recently played critical role in successful migration of 170 DR Critical Applications as part of massive Data Center in-sourcing o Certified ITIL® expert with a Bachelor's degree in Sociology and a Master's of Science degree in Management and Organizational Behavior Professional Appearances ● CA (Computer Associates) World 2011 ● HP Discovery 2012 ● CAMPIT 2012/2013 ● ITSM Pink Elephant 2013/2014 ● ITSMf Fusion 2014 5
  6. 6. agenda • Defining Quintessential • The Human Factor • Case Study Examples • Appendix Highlights • Q&A Session
  7. 7. Defining Quintessential • Constituting, serving as, or worthy of being a pattern to be imitated <Helen of Troy was supposedly the quintessential beauty of the ancient world> - Merriam- Webster's • Characteristics Include: – Proficient Communicator: – Possess a Solid Work Ethic and Values – Adept Organization – Team Cooperation – Detail oriented, analytical and research skills – Creative, problem solver, reasonable – Multicultural sensitivity and awareness So what makes IT employees so different? 7
  8. 8. THE IT CROWD: MOMENTS FROM IT TECHNICAL SUPPORT 8
  9. 9. Create A Program 9 LEAP- Leadership Engagement & Advancement Program • ITG (Infrastructure Technology Group) Infrastructure’s ongoing support and commitment to the development and advancement of its Leaders and employees • Combining external subject matter experts with internal Human Resource (HR) growth and development programs to deliver a well rounded and lasting Leadership experience • Builds out key skills to support HCSC’s Leadership Competencies of Driving the Business, Preparing for the Future and Inspiring Our People
  10. 10. Leadership • Management (including Managers, Sr. Managers, Directors and High Performing Individuals) within Infrastructure • High Performing Individuals • Executive Directors • Senior Directors • Directors • Senior Managers • Managers Approximately 20 employees completed the LEAP program 10
  11. 11. Engagement (Orientation/Administration/Preparation) • Orientation Session Regarding the Leadership Effectiveness Analysis (LEA) Tool: • The goals of the session are to provide the participants with general guidelines regarding the leadership competencies assessed, as well as the format and rating system of the LEA survey. In addition, participants receive guidance regarding the selection of their raters, as well as what to expect in their feedback session. • Finally, important issues related to confidentiality and who will have access to the feedback findings are reviewed. • If need be, two orientation sessions will be conducted as the 360s will take place over the course of 9 to 12 months. 11
  12. 12. Administration • Administration of LEA 360 and Feedback • The initial communication regarding the purpose of the 360 evaluation comes from VP and Chief Infrastructure Officer and/or other leaders within ITG. • Subsequent communication and the administration of the survey will be performed by a third party vendor, which includes emailing surveys and instructions to raters, scoring and preparations of the final report. • Internal coordination is conducted by a member of the Infrastructure and Reliability (I&R) Management Team 12
  13. 13. Preparation • Preparation and Delivery of Leadership Report: • Third party vendor will create a document that reviews common strength and developmental needs across the group of all participants. In addition, a one page summary will be prepared that identifies strengths, developmental goals and recommended next steps for each participant. This report will be reviewed with Chief Infrastructure Officer 13
  14. 14. Advancement • How we will measure success (Vantage Feedback) – Each participant will meet with a Leadership coach in a 90 minute session to receive their feedback. They also will receive a written report that includes a development guide. • Phase II- Internal HR Growth and Development Work – Coaching, Mentoring- A series of MES (Management Effective Series) and ALE (Advance Leadership Engagement) classes to provide internal support through HR development programs – Staying connected through Networking- Reciprocity Ring 14
  15. 15. Program 15 360° Example Timeline Orientation to LEA 360° Tuesday, May 28th Deadline for selecting observers Your raters/observers will be entered into the system on your behalf by Vantage. no later than Friday May 31st. Begin survey Monday, June 3rd Deadline for survey responses Friday, June 21st Feedback dates Sometime during the week of July 8th
  16. 16. Partner/Engage Human Resources Talent Development Strategy-Sample 16 • Solution includes integrated assessment, development consultation and sponsorship. Audience 1  C-suite Succession Exists • Solution includes program to focus on industry/business perspective, VP competency model and networking/relationships. Program designed to involve quarterly CEO/EVP dinner discussions, external speakers, internal speakers, external business or leadership programs, coaches and assessments, DAP (Development Action Plans) consultation and Executive Sponsor identification. Audience 2  Accelerated Executives In Progress for 2014 • Solution includes creation of “top 300” playbook (profiles) that will be used to create a customized holistic talent plan including identification of bench, developmental recommendations, role analysis, compensation review, succession identification/readiness. Audience 3  Critical Talent In Progress for 2014 • Solution includes a catalog of facilitated, self-paced, and reference able “growth and development” opportunities, some of which are exclusive to band. Audience 4  Foundational Leadership Exists • Solution includes a catalog of facilitated, self-paced, and reference able “growth and development” opportunities. Divisional and technical training/education is also available. Audience 5  Foundational Professional Exists
  17. 17. Take “IT” Beyond Traditional • Creating a hybrid IT professional means going beyond traditional employee profiles 17
  18. 18. Incorporate Development Activities • Use the “70:20:10 Rule” when planning for your development activities: • o 70% of learning results from on-the-job experiences, through problem solving in day-to-day activities as well as special assignments • o 20% of learning occurs by drawing on others’ knowledge, through informal learning, coaching and mentoring, and the support and direction of managers and colleagues • o 10% of learning should come from formal education, such as workshops, conferences, and formal training 18
  19. 19. Create Less Formal Opportunities For Growth Coaching Mentoring 360s Networking
  20. 20. Summary • Create a program • Engage Human Resources or your Talent and Development area • Take “IT” beyond traditional • Incorporate Development Activities • Provide less formal options for growth (especially with hard core IT employees) 20
  21. 21. q & aContact Information: Douglas Smith Phone- 312-731-3970 dasmith162@gmail.com Twitter @smitty162 Linkedin- www.linkedin.com/pub/douglas-smith/6/9b9/39/ 21
  22. 22. Appendix 22
  23. 23. Leadership Development: EMG Development Management Behaviors Risk Management References & ResourcesSystems & Process Company Expectations This ten week series is designed to develop a baseline knowledge of the expectations, core competencies, and HCSC processes. 300+ Supervisors & Managers Completed in 2012
  24. 24. Leadership Development: EBG Development
  25. 25. LEAP Lite- Phase II 25
  26. 26. Advance Leadership Experience 26
  27. 27. Reciprocity Ring What is the Reciprocity Ring™ Collaboration Tool? The Reciprocity Ring™ is a unique collaboration tool that produces measurable business results and builds community. It creates connections and instills the practice of reciprocity within groups and across boundaries. · Participants have actual business needs met during the exercise. · The Reciprocity Ring™ emphasizes the importance of contribution. Participants learn the power and practice of reciprocity by having their needs met while they focus on contributing to others. · Participants build trust as they learn about and help one another. The Reciprocity Ring is conducted in 2.5 hours for groups from 15 to 24. Groups larger than 24 will be divided into multiple rings.
  28. 28. © Copyright 3/31/2015 BMC Software, Inc28 Thank You.

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