Talent Management & Performance

Talent Management & Performance
Team Morale Quarterly Survey: Q1 2022Team Morale Quarterly Survey: Q1 2022

This quarterly survey will track team morale through 2022. Benchmark your team morale against peers in Q1, 2022.

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What are some key concerns as you transition to working either in a hybrid model, or in-office full time?

Top Answer: One thing that’s top of mind around returning to work is figuring out how to adapt to having to dress for the office again. We've been working from home for so long, where everyone's only seeing the top half of you. I joke with some folks that I could be 10 feet tall and they would never know. How do you make that transition in a way that's not such a shock to the system? What is the proper cadence? Is it three or four days a week? How will seating be done? As the return to work becomes more of a reality, especially in Northern California, all of those pieces need to be considered.

If you had a magic wand - what's the #1 daily business challenge you'd eliminate?

Top Answer: Without a doubt - Technical Debt! It's a ball and chain that creates an ever increasing drag on any organization, stifles innovation, and prevents transformation.

IT Hiring Quarterly Survey: Q1, 2022IT Hiring Quarterly Survey: Q1, 2022

This survey will repeat quarterly, capturing trends in IT hiring through 2022. Benchmark your hiring experiences against your peers.

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Do you have remote employees on your team?

Top Answer: 5 of my 6 directs are remote.

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If you are a current SAP customer, when do you plan to migrate to SAP S/4HANA?

Top Answer: No plan to migrate soon.

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People & Leadership
Strategy & Architecture
End-User Services & Collaboration
Applications & Platforms
Governance, Risk & Compliance
Data & Analytics
Business Intelligence
Disruptive & Emerging Technologies
Team & Organizational Design
Security Strategy & Roadmap
IT Strategy & Roadmap
Outsourcing & Managed Services
Backup & Disaster Recovery
Public Cloud
Hybrid Cloud
Contact Center & Telecom
Data Center
Device Management
End-User Devices
Productivity Tools
Collaboration Solutions
Document Management
Business Applications
Human Resources (HRIS)
Technical Product Management
Software Development
Quality Assurance
Continuous Integration/Continuous Deployment (CI/CD)
Enterprise & IT Service Management (ITSM)
Availability & Capacity Management
KPIs, Metrics & Reporting
Financial Management
Vendor Management
Service Desk
Management Tools
Risk Management
Data Privacy
Artificial Intelligence & Machine Learning (AI/ML)
Data Warehouse
Security & GRC
Identity & Access Management (IAM)
Peer Insights
Vendor/Product Recommendation
Business Continuity & Disaster Recovery
Crisis Management
Customer Engagement
Customer Relationship Management (CRM)
Enterprise Resource Planning (ERP)
Business Relationships
Talent Management & Performance
Portfolio, Program & Project Management
Data Management
Big Data
Vendor/Product Assessment
Process Management
Asset & Configuration Management
Operations Management
Mobile Development
How have you defined success for your own career?

Top Answer: I'm a strong believer in the principles of Ikigai, which is the Japanese concept of having a sense of purpose in life. I believe that we need to associate a purpose with what we are doing at every stage of life. Until we can do that, we are missing the core objective of the specific role we’re performing, be it in our personal or professional lives. I see my success as helping people grow in their careers, or enriching them with new knowledge and techniques that can help them progress. By virtue of that, I also teach at my local college here in New Jersey. Although I teach machine learning to a class of MBAs, I want to expand my horizons to also give them career guidance.

Are you happy in your current role?

Top Answer: May I ask, why one would stay in their role if they were unhappy? How does one decide when it’s time to move on?

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How are you managing employee attendance in a WFH Hybrid model?

Top Answer: We are not using any on-line attendance application or tool to manage employee attendance. It is being managed rather with mutual trust  and honesty amongst employees , team-leaders and managers at different levels.

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What should be the primary focus of modernization efforts: people or processes?

Top Answer: Rabinow’s Rule #23 of leadership states that If you have someone who is a dope at the top, you will have, or soon will have dopes all the way down. There are a lot of people who are thrust into different roles without understanding the potential ramifications, probably because they were brought in to provide a different perspective. But process improvement is also really important. A lot of people think technology will be that silver bullet to help with your modernization, and they forget about everything else. The reason why a lot of companies have come into this mess is probably because of the processes in place. But that could be because the wrong people were put in place. We never know.

Managing a Hybrid Workforce: The Technological ChallengesManaging a Hybrid Workforce: The Technological Challenges

How does IT provide equal quality of service to remote and in-office employees? Benchmark your thoughts and experiences of hybrid work against your peers.

Has anyone implemented AR/VR for training purposes? If not, have you thought about how you could use AR/VR?

Top Answer: Coming from higher education, this is now on my radar. We're looking at VR technology to integrate into our HyFlex learning classrooms, which would allow learners from across the globe to experience a virtual setting in a different more realistic way. We're also exploring AR for certain streams of learning, for example the medical field or where engines etc. need to be taken apart. It's early days right now, but there's so much potential out there.

Were you interested in being a leader before you took on your first leadership role?

Top Answer: I was at Samsung for about four years, which is where I started leading a small team. I had no interest in doing it whatsoever, I just wanted to be in the data center. I trusted machines more than people at that time. It was my boss who took me under his wing and said, "You don't know what you don't know, but I'm going to show you what you need to know." I valued that a lot early in my career, and it taught me empathetic leadership moving forward. So my time at Samsung was pivotal, not only from a technology perspective but in terms of learning to work with and lead people to be successful in their careers.