As information architects and UX practitioners we bring order and structure to other people’s problems. We have a problem of our own to tackle. How do we know if we are doing a good job? How can managers evaluate an IA’s performance? How do we define success so that we have a target to aim for? Like most knowledge work, there has been little progress in developing objective success criteria.
Gail demonstrates how to establish objective performance criteria for IAs and UXers, and how to focus on the business value of your contributions. She shares a framework you can use to create a shared understanding of success between you and your boss. This framework is based on management case studies, measurement tools, and knowledge worker productivity research.
for IAs and UXers
Gail Swanson | April 24, 2015
Too many highly skilled people
aren’t succeeding at work.
70% of U.S. workers are not engaged
“Although it is implicitly assumed that the
ratings measure the performance of the
ratee, most of what is being measured by
the ratings is the unique rating tendencies
of the rater.”
“non-routine” problem solving that
requires a combination of convergent,
divergent, and creative thinking.”
Designing and integrating information spaces/systems
• We deliver ideas
• Our work is often invisible until the end
• The outcomes hypothetical or unknown
Relationships are hard
want to do
Don’t wait for your manager
• 57% learned their leadership skills through trial and error.
• 89% possess at least one leadership skill “blind spot.”
A shared understanding of success
A New Vocabulary
High Client Satisfaction
Improve Product Performance
Deliver On Time
Concrete and objective
Work Independently Collaborate
Initiate Change Follow Process
Focus Broadly Specialize
Prioritize your focus areas.
Production of defined work
Shaping & defining work
The expectations for inspection and review
Inspecting others work
Ownership of process
Level of rigor
% of billable or project time
Process of assigning work
Current level of expertise
Skills you need to acquire for advancement
Techniques needed to achieve results
Build your organization’s network
Build industry clout
Organization Subject Matter Expert
The social aspects of business
• Observable, detectible impact
• Business value
ManpowerGroup Talent Shortage Survey 2014
We must get better at
nurturing talent or it
will be tougher to do
the work we love.
If we keep making assumptions that good workers
know what to do to succeed, we will keep getting
what we’ve always gotten:
A homogenous workforce
where the talented workers keep
moving around, dissatisﬁed.
Start this conversation
where you are now.