Information Technology

Since the beginning of OneIT, 18 IT professionals have transitioned to new roles or teams related to OneIT projects and initiatives. One important aspect of change-management is to follow up with these individuals, as well as the teams they have joined, to see how things are going for everyone, and to make adjustments where needed.

UI change consultants Rachel Napoli and Sue Sager facilitated these follow-up conversations. The past two months, they met with individuals and teams involved with the End User Support Project, and others whose jobs changed as they accepted new roles or responsibilities. Feedback from the sessions was anonymized and shared with IT leaders and managers. It has already resulted in refinements to processes and team structures, as well as formalizing the extended technical support team lead role and training those individuals.

“As work groups have grown, evolved and changed, it became clear from comments from staff in various forums, including OneIT listening posts, that these shifts impacted both the staff making the transitions, and those adjusting to having new people joining their teams,” Napoli says. “Staff asked for some follow up, post-transition, for everyone impacted by change. In response to those comments, and at the request of OneIT leadership, we met with all staff directly impacted by OneIT.”

The goal, Napoli says, was to discuss changes experienced through OneIT. Staff were encouraged to share ideas and concerns openly and confidentially, without managers. They talked through open-ended questions, such as:

What has the last year been like for you? Tell us about your journey since the start of OneIT.

  • What’s working well?
  • What’s not working so well?
  • What ideas for strengthening the team do you have?
  • What next steps would you like to see?

After the themes were shared with management of each respective work unit, those managers held further meetings with staff to discuss concerns in more depth and develop action plans. Some of the resulting actions included creating groups to address certain issues, such as flexibility and working remotely, and expanding onboarding/training efforts for transitioning employees.

Staff could see benefits of OneIT. Many appreciated being part of a larger pool of expertise, liked increased collaboration, were excited about potential opportunities for professional development or advancement, and felt the team lead structure is working well for Enterprise Technical Support team.

Challenges of the changes included building trust and cultural understanding, which takes time. Staff expressed that the changes can be difficult for staff who move to a central group, as well as for those who are integrating new members into a team. Individuals were in different stages of readiness for the change—some felt positive and focused on the future, some were not ready to accept the change, and others were neutral about it. The goal is to work with everyone to them navigate the changes smoothly.

A summary was shared with the OneIT Operations Team, which expressed support for ongoing follow-up with transitioning staff. Sager and Napoli will check back in with impacted staff in 6 months. Also the IT Leadership Development Team held a successful change-management and resilience training for IT professionals in March. Opportunities for taking the material to a broader audience are being explored.