- Establish what motivates your staff. Forrester has identified 12 core motivators of people's behavior with autonomy and interesting work two of the most important. But different generations vary in what motivates them so make sure you don’t take a one-size-fits-all approach.
- Forget the traditional meaning of career. Traditional thinking of a career as a "permanent calling" is no longer sustainable as technology expands and with change happening at such a rapid pace. Today's SMA employees need to be more multifaceted, with many different sets of skills developed over time. Technical aptitude alone may not always be sufficient - today's, and most certainly tomorrow's, SMA professionals need to also build industry and business expertise, such as communication and relationship skills as well as understanding the importance of customer needs in a service-centric and soon to be far more customer-centric world.
- Bifurcate the "I" from the "O." The traditional I&O organisation is an anachronism and is not conducive to rapid adaptation or consolidated service visibility. This is because too many I&O staff members fulfill both an engineering and an operational function, which is wasteful because they mandate different mental faculties and emotional competencies and most people can perform one or the other well, but not both. This misuse of people talent is leading to a bifurcation of the I&O organisation itself, evolving into two distinct functional organisations: the "I" team and the "O" team. But as the I&O organization goes through this division, you certainly don't want to totally divorce the two entities. Keep them inextricably linked to maintain strong collaboration. This bifurcation will also allow you to optimise staffing resources, become more innovative, develop new skills, and create new roles.
- Two types of engineering roles: technology engineers and process engineers. Both of these are engineering functions but require a different set of skills. Technology engineers require an innately creative process that takes deep technical expertise around particular domain areas. The process engineering role requires system thinking, the understanding of methodical process adherence, and the ability to switch tasks frequently to adapt to changing demands.
- Two types of customer service roles: relationship managers and experience managers. Customer relationship managers require direct interaction with customers in either support roles (agent-facing roles) or communication roles such as sales and marketing managers. Customer experience managers require a solid understanding of how to implement and improve the customer experience in all interactions with IT. This is not just in the obvious areas such as service desk, it also includes service catalog managers, social media managers, and/or IT sales and marketing managers.
- Reporting, analysis, and metric development roles. These roles require the ability to define, select, and report on a set of performance metrics across the SMA function. This includes roles such as application performance managers, business and/or reporting analysts, service improvement managers, and service-level managers. While reporting deals with the process of organizing data into informational summaries to monitor the performance of a variety of areas, analysis focuses on the exploration of the data and reports to get meaningful insights to better understand and improve performance, functions, and processes.
- Service management enablement roles. These roles typically focus on tools that support the automation of the variety of processes used within the service management and automation group. The roles require the definition of tool requirements, road maps, integration needs; the work with vendors and partners to procure and implement the solutions; and the continuous management, updating, and optimization of the tools to support the roles mentioned above.
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