People & Process

People & Process
Digital Employee Experience During Remote WorkDigital Employee Experience During Remote Work

With a highly distributed workforce, employee engagement is crucial—and digital employee experience platforms are helping Pulse community IT leaders prioritize this.

Hi Everyone, I'm trying to establish some clarity and guidelines in my applications area.   In particular, I'm trying to get an agreed upon definition for enterprise systems and a definition for a functional system.  Specifically trying to clarify where IT will build a team to deploy and support vs the business.  Would you be willing to share any guidance/definition you have at your respective companies?

Top Answer : I can’t share our actual definition but we would rank them with some weighted scores. How many users? How many Divisions using ? How many sub-divisions within a division using it? You could have an app/system used by 20k people but only for Aerospace and only by two of five sub-divisions.... definitely not an enterprise system When they have high weights / scores they are “enterprise worthy”

What's a greater concern for returning to the office? Comment how you are prioritizing...

Top Answer : The majority of our focus is definitely on the human factors as the technical factors are mostly related to things we had to solve as we went distributed.  We will need some additional technical stuff to support the human factors (eg. scheduling software to limit the # of people in the office at the same time) but solving the human factors of helping people to feel comfortable, ensuring that safety precautions are being followed, etc... are much harder and why it will be a while before we go back.

How does your IT team work with the Infosec teams in your company?

Top Answer : Our information security team lives within IT who looks after corporate security and everything that's internal. We also have our product security team that we collaborate cross functionally to leverage tools, applications, and resources and ensure joint initiatives are successful especially while we work towards compliance and certification goals such as ISO27001, SOC2 etc. Our IT Operations team works closely with the Infosec whether it’s to resolve tickets on high priority or find joint goals to automate security operations.

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What security awareness programs do you find helpful for employees?

Top Answer : We had been running phishing campaigns every other month, but we still see a majority of users who learn and unlearn. We have to constantly keep educating end users. We have found mailers that have really worked. We try to send at least 4-6 IT tips and security guidance emails every month to keep reminding people on what they should and shouldn’t be doing. Add-on’s like the report phishing feature is also really helpful. Tying security related training to people who fail a phishing or security test helps in the long run.

The State of Executive CompensationThe State of Executive Compensation

How has executive compensation changed during the COVID-19 crisis? 100 CIOs share their thoughts in this Pulse survey.

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Future of Remote Contact CentersFuture of Remote Contact Centers

How have contact centers enabled remote operations during COVID-19—and will teams stay remote-first when pandemic restrictions are lifted?

SolarWinds just hired Chris Krebs, under whose reign as former CISA director the SolarWinds hack happened.  How do you feel about this hire?

Top Answer : An excellent move that SolarWinds took to help repair their reputation in the information security space.

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Now that office perks can't be used to attract candidates, what in-home perks are you offering?

Top Answer : Just being able to work from home is enough perk.

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Work From Home—Is the dream dead?

Pulse Flash Read Work from home (WFH) was the future many of us dreamed of. Then 2020 happened. WFH is no longer a choice, it’s the rule. Rules are always less fun than dreams. Google, in a move that has nothing to do with deflecting headlines away from
recent outages or employee dismissals, announced that WFH will be in place until September 2021. After this, staff will be offered the flexibility to choose their own schedule. So long as they’re in the office at least 3 days a week... And live within commuting distance... So, flexibility within certain limits then?  Jack Dorsey, in a move befitting his sartorial choices, has taken a more relaxed approach. Employees at his companies Twitter and Square will always have the option to WFH. Up in Canada, Shopify also took an early stance on this, with CEO Tobias Lutke tweeting a move to ‘digital by default’, and proclaiming ‘office centricity is over’ just a year after moving the Toronto office into very desirable real-estate. What will be the right approach once the return to the office gets the green light? WFH has some obvious benefits: no commute time spent in traffic/under someone’s armpit on public transport/sweating into your favourite shirt on the cycle in. All day sweatpants. Money saved on lunch/coffees. All the meal prepping, laundry loading and other chores that can be done in those little breaks. But for every positive there’s a flip side. It turns out the separation of work and home can be a good thing. Some are even incorporating fake commutes into their workday; a ritualistic act that, despite being circular, helps trick their brains into separating ‘work mode’ and ‘rest mode’. For others, the all-day-sweatpants phenomenon dilutes the joy of getting into sweatpants at the end of the day. WFH can be downright damaging for mental health in some situations—if homes aren’t set up to provide adequate work space, the overlap can be volatile for relationships with spouses or housemates, and lack of contact with colleagues can feel isolating. Add to that the burdens of perpetually present kids, pets and chores, and suddenly productivity seems like a futile quest; a drip feed of stress in danger of becoming chronic. That loss of compartmentalization can be negative for the organization, too. Flexi-time was a wonderful way to attract top talent. Now we’re all on perma-flexi-time, so how do companies differentiate their offerings? Facebook wants to lower employee salaries for those who go remote to lower cost-of-living areas, a move met with much scorn. Perhaps some orgs will offer higher remote salaries regardless of location? Or should employees be encouraged to expense coworking spaces on an ad hoc basis, for those working remotely but still needing a separate ‘space’? Perhaps government tax relief could even help orgs fund such initiatives? Ultimately, in business as in life, flexibility might be the key. One size fits all might simplify strategy and operations, but it probably won’t get the most out of employees. Leaders might question why they feel strongly either way—especially those situated in Silicon Valley where it might be hard to let go of the idea of in-person networking. But, seeing as we’ve all gone remote and work hasn't simply stopped in a haze of cheese puffs and Netflix, maybe we can permanently leave behind the idea that ‘work’ needs occur in a time and place in order to be considered effective. Perhaps the dream wasn’t WFH after all. All we wanted was the freedom to choose how we get our work done. And what we wear while doing it, dammit. 

What’s your view on WFH? What have you loved about it/struggled with?

Top Answer : Will be wonderful if WFH can be kept as an option. I miss going to the office and meeting people. But being able to have an option to work from home will be great as it says travel time and more productive.

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What's the top skill you're looking for in employees in 2021?

Top Answer : Problem solving and analytical

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