HUIT Engagement and Values Results shared with HUIT

HUIT – Engagement and Values Results shared with HUIT Engagement Survey administered Senior leadership reviews local engagement ideas HUIT Values Survey/ Focus Groups Results shared with senior leadership Oct-Nov 2015 Jan Local meetings in HUIT Feb Mar - May Jun FY 17 Jul Today ASSESSMENT & PLANNING WHAT WE LEARNED ENGAGEMENT SURVEY 1. Lack of trust in senior leadership 2. Staff want more open and honest communication 3. Staff do not feel it is safe to speak up WHAT WE WILL DO VALUES SURVEY 1. 2. 3. 4. 5. IMPLEMENTATION SLT / management perceived as not modeling, or holding others’ accountable for modeling the HUIT values The words are clear, but not the practice Barriers to living the values include: lack of investment and time, territorialism , silos and divisions along functional boundaries It is not safe to question these values or others’ lack of modeling them Respondents were constructive and appreciate being asked! 1. Hold managers accountable for exemplifying values 2. Build trust in senior leadership 3. Make progress on our value of openness 4. Implement values-based interviewing for all new hires and promotions

Ideas for Improving Engagement in HUIT Communication: • Create a globally searchable knowledge base – a single repository for documentation, forms, prior communications, etc. • Provide a means to collect feedback anonymously on major changes and show feedback from staff is considered in decision making where input was solicited Senior Leadership: • Get all MD’s and Senior Managers in HUIT to write monthly updates to staff; post these more broadly • Make SLT and other meeting minutes public so that all staff can be better informed • Improve visibility of SLT members by rotating key meetings through different HUIT team locations • Conduct facilitated, “special topic” problem solving workshops with senior leaders with the intent to build non-technical develop skills and closer relationships with a diverse set of SLT representatives • Create opportunities for staff to participate in organizational/technical strategy planning sessions • Provide staff with the opportunity to set an agenda item for large group meetings or forums Professional Development • Plan more training opportunities – including continued expectation that “lunch & learn” sessions will be expected for anyone who receives support for attending professional conferences • Develop strategies to allow for more opportunities for new assignments, crosstraining, movement between areas within departments and across HUIT • Develop opportunities for mentoring Goal-Setting • Deliberately create cross HUIT goals that encourage cross team planning sessions (i. e quarterly/program increment planning) • Include operational goals in Top 40 goal planning to reflect the amount of work that happens in addition to new, strategic work (i. e. , technical debt reduction) and celebrate successes in this domain • Employees need to “see themselves” in the overall strategy • The connection between the HUIT Top goals and individual contributors can be missed. • Strategy needs to be personal in that each person should know how they contribute to it more specifically. This can also be perceived as improved transparency, which is typically appreciated. Culture/Values: • Post signs about HUIT mission, goals, values, etc. with visualization of our principles and culture • During onboarding process, put more emphasis on HUIT core values including open • Create an organizational/culture advisory board from HUIT Cup winners to consult on organizational change and ongoing engagement improvements from the staff perspective Flexibility • Set up “hotel style” team space where cross HUIT teams that have joint goals can regularly meet and work to solve problems for a dedicated duration of time Events: • CIO could host quarterly “new hire” breakfasts • Plan meetings with colleagues/peers from beyond own HUIT department and beyond HUIT • Foster user community interest groups • Create “Tea with Tech Leadership” series for HUIT staff Workload and Capacity • Need to understand capacity levels. Team members feel like more and more gets piled on without knowledge of what is already being done Making it safe to speak up • Regularly schedule "skip level meetings”, a meeting where a staff member informally meets with their manager’s manager, to build relationships necessary to engender trust and align communications Accountability • Ensure faster adoption of Service Owner roles and responsibilities Manager Effectiveness • Require managers to hold 1: 1 s and staff meetings