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

© Copyright 3/31/2015 BMC Software, Inc1

Douglas A. Smith

October 2014

Tips For Developing The Quintessential IT Professional

The Human Factor

© Copyright 3/31/2015 BMC Software, Inc2

Douglas A. Smith

October 2014

The Human Factor

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

HCSC Purpose

“To do everything in our power to

stand with our members in sickness

and in health”

4

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

agenda

• Defining Quintessential

• The Human Factor

• Case Study Examples

• Appendix Highlights

• Q&A Session

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

THE IT CROWD: MOMENTS

FROM IT TECHNICAL SUPPORT

8

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

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

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

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

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

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

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

responsesFriday, June 21st

Feedback dates Sometime during the week of July 8th

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

Take “IT” Beyond Traditional

• Creating a hybrid IT professional means going beyond traditional

employee profiles

17

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

Create Less Formal Opportunities For Growth

Coaching Mentoring 360s Networking

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

q & aContact Information: Douglas Smith

Phone- 312-731-3970

[email protected]

Twitter @smitty162

Linkedin- www.linkedin.com/pub/douglas-smith/6/9b9/39/

21

Appendix

22

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

Leadership Development: EBG Development

LEAP Lite- Phase II

25

Advance Leadership Experience

26

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.

© Copyright 3/31/2015 BMC Software, Inc28

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