The Makeover of an IT The Makeover of an IT Organization Organization Eva Steiner Director of Information Technology Dewey Ballantine LLP LawNet 2000 LawNet 2000 [email protected]
The Makeover of an IT Organization Eva Steiner Director of Information Technology Dewey Ballantine LLP [email protected].
Mar 27, 2015
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The Makeover of an IT The Makeover of an IT OrganizationOrganization
Eva SteinerDirector of Information TechnologyDewey Ballantine LLP
LawNet 2000LawNet 2000
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Session Spoils
Organize an effective IT Department
Transition from a “Techie” to a Manager and a Leader
Create an environment that will attract and retain employees
Hire the right employees for your organization
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The Makeover of an IT Organization
New York, New York…May 1998Eva Steiner leaves Boston firm to accept position as Director of Information Technology at Dewey Ballantine LLP
Number of Attorneys: 450
Number of Users: 1,100
Number of Offices:9
New York Washington D.C. Los AngelesMenlo Park London WarsawBudapest Prague Hong Kong
Technology (main applications):
Microsoft Office Suite Hummingbird/PCDocsSolution 6/CMSOpen IBM/Lotus Notes
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New York, New York…The New Job
Large-sized department more people, more powermore people, more power
No IT Director for over a year; department overseen by a partner challenging!!challenging!!
No Executive Director freedom!freedom!
Reported to Administrative Partner
Although a Technology Committee was in place, the administrative partner was reluctant to call a meeting trust!trust!
I have done this twice before. A piece of cake...A piece of cake...
Back in NY, life couldn’t be better!!
Get to know the staff Schedule individual meetings and listen
Gage expertise and technical abilities
Become familiar with the technical environment
Understand the organizational structure
Understand the department’s culture
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First Course of Action
In other words, the “dos” and “don’ts” an individual must learn about a group in order to “belong”. This is an important factor that must be considered when hiring new employees.
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Culture:The unconscious and conscious shared pattern of thinking, feeling and behaving, handed down from one generation to another, that give identity and make life meaningful to a group of people.
It is expressed as collective values, norms, traditions, myths, institutions, and other social and physical phenomenon that are characteristic among members of a group.
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Dewey Ballantine LLPInformation Technology DepartmentOrganizational Chart May 1998
Director of IT
Administrative AssistantAdministrator
Associate DirectorAssociate Director
Computer Operations Manager
Senior Network EngineerNetwork EngineerNetwork EngineerLotus Notes/NT Engineer
Systems AdministratorSystems Administrator
Systems Administrator (Evening)Systems Administrator (Evening)Systems Administrator (Midnight)PC Technician
Telecomm Coordinator
GTE Technician
Applications Specialist (PCDocs)Applications Specialist (Word)
Applications Specialist (Lotus Notes)Applications Specialist (MSAccess)Applications Specialist
Project Manager
Programmer / AnalystApplications Specialist (CMS)User Support Supervisor
User Support SpecialistUser Support SpecialistUser Support Specialist (Evening)
User Support SpecialistUser Support Specialist
User Support Specialist (Weekends)User Support Specialist (Open Position)User Support Specialist (Open Position)
Initial Assessment May 1998
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Linear; unclear reporting structure
Unclear functional responsibilities
Preferential treatment given to certain groups in the department
Lacking leadership
No regularly scheduled meetings
No apparent project tracking and control procedures
Poor documentation
Poor communication
No teamwork
Department’s Organizational Structure
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Many lacking technical expertise
Lack of focus and follow-through
No sense of urgency
Lacking team spirit, divided
Clicks with in-fighting, friction
“Not my job” syndrome; passing the buck
Lacking problem ownership
Unwilling to help others in the department
Unresponsive to users needs
5:00 p.m. stampede to the elevators
Staff’s Performance and Attitude
Initial Assessment May 1998
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Department’s Organizational
Structure
Department’s Organizational
Structure
Staff’s Performance
and Attitude
Staff’s Performance
and Attitude
Impact on Users
Impact on Users
Initial Assessment May 1998
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Distrust of IT Department’s technical abilities
Low esteem of IT Department
Find other sources for help
High level of frustration
Reduced productivity
Distrust of technology
Not receptive to new products
Impact on Users
Initial Assessment May 1998
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Without an IT Director or leadership, the IT Department was lacking a proponent – someone to front issues and with whom to form alliances.
IT Department Relations with other Administrative Departments
Initial Assessment May 1998
This caused friction and, as a result, the IT Department became a scapegoat.
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IT Department Relations with Remote Offices
Initial Assessment May 1998
Mutual distrust
Lack of communication
Lack of cooperation
No sharing of information
Operating as independent entities
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Department’s Organizational
Structure
Department’s Organizational
Structure
Staff’s Performance
and Attitude
Staff’s Performance
and Attitude
Impact on UsersImpact on Users
Initial Assessment May 1998
Relations with Other Admin
Staff
Relations with Other Admin
Staff
Relations with Remote Offices
Relations with Remote Offices
Firm Business Needs Firm Business Needs
D I S C O N N E C TD I S C O N N E C T
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Stabilize the department
Improve culture
Hire the right people
Improve service to users
Key Objectives
Strategic Plan:
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Re-define management structure
Re-align functional areas of the department Desktop Support Group Litigation Support
Re-organize the staff
Re-design processes and procedures
Organizational Structure
Strategic Plan:
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Reporting structure
Organize meetings
Project work teams
Encourage information sharing
Eliminate barriers between groups
Equalize different areas in the department; eliminate favoritism
Establish open channels of communication on all levels
Staff
Strategic Plan:
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Establish channels of communication
More face-to-face meetings
When appropriate, involve in decision making process
Other Offices
Strategic Plan:
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On-going assessment
Final Component
Strategic Plan:
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Q:Q: What do you think the goal/mission of an IT organization is within a law firm?
First Departmental Meeting
A:A: 1) Implement technology
2) Provide Support
3) Research new products
4) Learn new technologies
Action . . .
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Q:Q: How is the department viewed by users?
A:A: 1) Not very good
2) Not very helpful
3) We get many complaints about service
First Departmental Meeting
Action . . .
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Q:Q: Are you interested in changing the department’s reputation?
A:A: Few nods and “Yes”s
Action . . .First Departmental Meeting
What was wrong with the meeting?
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First Departmental MeetingCut!Cut!
Meeting was premature; should have waited 3-4 weeks
Didn’t share the agenda for the meeting ahead of time
Identified need to make “changes”, but didn’t elaborate
Didn’t present an action plan Sent the wrong message Not much participation by staff
What was right about the meeting?
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First Departmental MeetingCut!Cut!
Staff left with the knowledge that changes were going to be made
Established a Mission Statement for the department
“The IT Department mission is to provide
the highest level service possible using
all available resources to effect
appropriate technological solutions to
address the Firm’s business needs.”
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Mission Statement
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ReflectionsReflections
Though I have been a “manager” for over 15 years, my background and
experiences are those of a computer technology professional, a “techie”.
I was promoted because I was successful at being an individual
contributor.
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ReflectionsReflections
As a techie, my view of management was very simplistic: More money ! It’s easier and more fun. I’ll get to mix with the “higher-ups” and boss around. “subordinates” And if they won’t do what I want them to
do, then I’ll make them – in other words “bully” them like we used to do when playing with other children or siblings. I’ll make important decisions on my own.
But, trust me, it doesn’t work. I tried it!! And I have the scars to show for it.
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“Techie” ManagerViews the world in absolutes, right or wrong
Right, wrong and in-between
Focuses on details (doesn’t look sideways, keeping only the end result in mind)
Has difficulty with compromise
“Emotional” when confronted with conflicts
Likes to work alone
Uncommunicative, introverted
Doesn’t like sharing information/knowledge
Sees the big picture (looking sideways and putting all the pieces together to make the whole)
To resolve conflicts in the workplace, must be able to compromise
To succeed, must be able to be dispassionate
Enjoys working with people
Outgoing, extroverted
Shares information
Ego-centric Thinks of others
Good CommunicatorTalks “techie”
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Definitions. . .A Manager is someone with supervisory and administrative responsibility over staff in a given area who sets objectives, plans, organizes, staffs, motivates and communicates, measures and develops people and himself.
A Leader is someone who has a guiding vision and possesses the ability to turn it into reality. He sets the values and morals for the organization. He is passionate about what he does and is not afraid to take risks and learn from mistakes. A leader instills trust and fosters enthusiasm. He has a positive self-regard and is able to compensate for weaknesses.
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Manager Leaderadministers innovates
a copy
maintains
focuses on systems and structure
relies on control
has a short-range view
asks “how” and “when”
an original
develops
focuses on people
inspires trust
has a long-range perspective
asks “what” and “why”
has his eye always on the bottom line
has his eye on the horizon
originatesimitates
accepts the status quo challenges status quo
the classic good soldier his own person
does things right does the right things
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New management with changes in mind
Staff burnout after a major rollout
No clear leadership or direction
For the first time, the IT Department became visible, although negatively
Resistance to change, “we always did it this way”
Attractive job opportunities in the marketplace
Contributing Factors
The Beginning of the Mass Exodus
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The majority of those who left departed on their own.
It became quickly apparent that the “culture” of the department was changing, and that some of the staff were not going to fit in anymore.
The Beginning of the Mass Exodus
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Loss of productivity
Lost efficiency
Lost institutional knowledge
Lower moral of co-workers left behind
Increased stress
Increased dependency on temporary help
Effects of High Turnover
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Five Principle Reasons Why People Leave Their Job:- From “Keeping Good People” by Roger E. Herman, a
Certified Management Consultant
1) It doesn’t feel good around here – physical environment, organization’s culture
2) They wouldn’t miss me if I were gone – recognition, appreciation
3) I don’t get what I need to get my job done – inadequate tools, insufficient information, incompetent supervisors and co-workers
4) There is no opportunity for advancement – training opportunities, new skills
5) The compensation doesn’t meet my needs – fair market compensation
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The following table was compiled by researchers conducting a study, which was repeated many times over the years, to learn what motivates people in work organizations, and also to determine whether the supervisors’ perception of the workers’ needs were consistent.- From “Keeping Good People” by Roger E. Herman, a Certified Management Consultant
Motivational Factor Workers’ Response
Full appreciation for work done 1
Feeling “in” on things 2
Help of personal problems 3
Job security 4
Good wages 5
Interesting work 6
Promotion and growth 7
Management loyalty to workers 8
Good working conditions 9
Tactful disciplining 10
Supervisors’ Response
8
10
9
2
1
5
3
6
4
7
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People want: Appreciation
Stable and secure environment
Accountability
Greater responsibility
Autonomy
Involvement in decision making
Empowerment
Leaders who listen and act on suggestions
Continual learning – formal and informal, including mentoring
Freedom to experiment… and to fail without being punished
Supportive, rather than restrictive, work environment
Information – knowledge of what’s happening with the company and industry
Reward based on performance
The opportunity to make a difference
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“1001 Ways to Reward Employees” by Bob Nelson
“1001 Ways to Energize Employees” by Bob Nelson
“301 Ways to Have Fun at Work” by Dave Hemsath & Leslie Yerkes
Addressing the Turnover ProblemQuick Measures:
Read books for quick fixes; the 1001 series
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Ideas • Award dinner for two for doing something special
• Give “special” holiday candy (e.g. Halloween, Christmas, etc…)
• Recognition lunch
• A letter of praise
• Circulate praise received for individuals to the rest of the department
• Welcome card/flowers for new employees
• Give a day, half-a-day, or a Friday off
• Afternoon ice cream wagon
• Take daily humor break with someone sharing a joke with staff
• Take candid shots of people and post pictures
• Cookies and candy for staff for no reason
• Award dinner for two for doing something special
• Give “special” holiday candy (e.g. Halloween, Christmas, etc…)
• Recognition lunch
• A letter of praise
• Circulate praise received for individuals to the rest of the department
• Welcome card/flowers for new employees
• Give a day, half-a-day, or a Friday off
• Afternoon ice cream wagon
• Take daily humor break with someone sharing a joke with staff
• Take candid shots of people and post pictures
• Cookies and candy for staff for no reason
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Addressing the Turnover ProblemQuick Measures:
Scheduled a monthly breakfast meeting on the first Friday of every month for people to gather and interact socially.
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I listened.
I asked one question:
“How can we improve the work environment to make it a place where we would want to stay, and a place that would attract and retain new employees?”
I listened some more; encouraged discussion.
I made no judgements…
And continued to listen.
Addressing the Turnover ProblemQuick Measures: Scheduled a second departmental
meeting with a new approach.
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Higher salaries
Bonuses
Outside Training
Flexible work schedule
Tuition reimbursement
Casual dress all year round
Non-legal staff retreat
IT Expo/Open house for users
Private offices
Attorney presentations to IT Staff
IT presentations to the Firm
Non-legal staff publication
Include non-legal section in “The Bull”
2nd Departmental Meeting ResultsQuick Measures:It Staff Issues for Consideration by Firm Management
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Internal Training
Inter-group meetings, seminars, training
Telecommuting
More frequent departmental meetings
IT staff personnel exchange between offices
Getting better acquainted with other administrative departments
IT Web site / centralized documentation
IT gatherings without family
2nd Departmental Meeting ResultsQuick Measures:
It Staff Issues to Be Addressed Internally with the Department
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IT Staffing Market in the Last Two Years
Boon in the computer industry presents tempting opportunities
Tight labor market
Shortage of qualified personnel
Employment tenures getting shorter
To retain good people, forced to promote before they are ready
Competing with new technology companies promising over-night “millionaire” riches
Challenge of getting the Firm’s management to buy in to the necessary changes (e.g. adjustments in salaries, more training, etc…)
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Filling the VacanciesMass Exodus:
Instead of looking at the mass exodus as another negative, we used the situation as an opportunity to:
1) Redefine some roles and positions
2) Outline the qualities we wanted in new employees
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General Characteristics
• More suitable technical skills
• Well-motivated
• Enjoys responsibilities and challenges
• Professional
• Possesses determination and perseverance
• Willing to learn new skills and tasks
• Creative; organized
• Sense of humor; sensitivity; tactfullness
• Sound value system
Hiring Guidelines
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Self-Knowledge and Acceptance
• An understanding of skills and limitations
• Ability to discuss failures openly
• Ability to handle criticism, setbacks
• Able to identify areas for improvement
• Positive attitude / outlook
• Realistic expectations
• Clear goals and objectives for the future
Hiring Guidelines
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Inter-Personal Skills
• Good listening skills
• Good communication skills
• Team player
• Ability to remain objective
• Friendly and pleasant
• Likes to deal with people
• Easy-going
Hiring Guidelines
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* Note:* Note: Use interviews to flush out the right candidate.
Prepare interview questions in advance.
Rate answers for the comparison of the various candidates.
Hiring Guidelines
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Interviewing GuidelinesWhen interviewing, you should try to determine: • Did the candidate use relevant examples to back up
some of the claims?
• What are his/her personal values and character traits?
• Is he/she detail oriented?
• Are the candidate’s personality and temperament a good fit?
• Does the candidate demonstrate enthusiasm and excitement?
• Will the candidate be happy in your work environment?
• Does the candidate maintain a healthy balance between work, family and outside interests?
• How does the candidate deal with failure? Conflicts?
• Does the candidate have the appropriate problem-solving skills?
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Interviewing Guidelines
The most important aspect of the interview is being able to assess if the candidate will fit into the culture of the department and that of the Firm.
Ask yourself the following questions:
• Is the chemistry right with this individual?
• Are we on the same wavelength?
• Do I feel comfortable in this person’s company?
• Does the individual have habits/quirks that make me uncomfortable or get on my nerves?
• Can I trust this person?
Desktop Support Supervisor
LAN Admin Supervisor
Support Technician
Support Technician
LAN Admin
LAN Admin (1st shift)
LAN Admin (2nd Shift)
LAN Admin (3rd Shift)
Support Technician
Notes / NT Engineer
Desktop Engineer
Network Engineer
Network Engineer
User Support Specialist
User Support Specialist
User Support(Evenings)
User Support(Weekends)
IT Director
Administrator Administrative Assistant
Support Analyst
Apps Specialist(Lotus Notes)
Telecomm Manager
User Support Specialist
User Support& Training Manager
NetworkEngineering
Manager
Litigation SupportManager
ComputerOperations Manager
Applications Development
Manager
Apps Specialist (PCDocs)
Apps Specialist (MS Office)
Apps Specialist (MS Word)
Apps Specialist(MS Access)
Apps Specialist (CMSOpen)
User Support(Evenings)
Trainer
Prog / Analyst(CMSOpen)
User Support Specialist
Network Engineer
(Open)
Re-organization
of the IT Department
Re-organization
of the IT Department
Trainer
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Presentations to IT staff in other offices (Washington D.C. & Los Angeles)
Help Desk study and analysis
Team building and conflict resolution seminars for entire department
IT Summit Meeting with other offices regarding FY2001 Projects and Budgeting
One-on-one meetings with managers
Bi-weekly conference calls with IT Staff in all offices
Performance evaluation of managers
Communications coaching
IT Director Initiatives
Meeting the Objectives:
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Meetings between different groups in the department to talk about issues and conflicts
Staff members providing other members of the department with training in their speciality
Group lunches initiated by managers and open to everyone
Movie outings
Department softball games
Staff Initiatives
Meeting the Objectives:
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An organizational structure that functions well.
Turnover reduced dramatically.
Receiving positive feedback from users. Formation of IT/Users’ Committee
Increased positive interactions among staff, both in and outside of the office.
More laughter and fun.
Increased cooperation and knowledge sharing throughout all offices.
And the Results?
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Reference Materials"Leaders", Warren Bennis and Burt Namus
"On Becoming a Leader", Warren Bennis
"Emotional Intelligence at Work", Hendrie Weisinger, Ph.D.
"Keeping Good People", Roger E. Herman
"Finding and Keeping Great People", Jim Harris, Ph.D., and Joan Brannick, Ph.D.
"Hiring Top Performers", Bob Adams and Peter Veruki
"Love 'em or Lose 'em", Beverly Kaye and Sharon Jordan-Evans
"1001 Ways to Reward Employees", Bob Nelson
"1001 Ways to Energize Employees", Bob Nelson
"301 Ways to Have Fun at Work", Dave Hemsath and Leslie Yorkes
"Recognizing and Rewarding Employees", R. Brayton Bowen
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