Finding ways to attract and retain top IT people is a major battle for today's CIOs. The quest for IT talent can be especially difficult for nonprofit organizations, where workplace culture and mission must often make up for the heftier paychecks offered by for-profit businesses. That's the case for Jim Noga, vice president and CIO for Partners HealthCare, and Anne Margulies, vice president and CIO for Cambridge, Mass.-based Harvard University.
Noga, who was the CIO of Massachusetts General Hospital for 17 years prior to taking on his new role in 2011, oversees an IT organization of 1,600 employees and recently restructured the performance appraisal process to include evaluating employees on their soft skills, such as their execution of company values. Margulies served as the
- What they look for in an IT candidate
- Why and when feedback is important
- How CIOs set the tone
The discussion was facilitated by Gerald Chertavian, CEO and founder of Year Up, a Boston-based education and training program for low-income young adults.
On finding talent today
Anne Margulies: One fundamental quality we hire for is adaptability -- individuals who have a broad-enough base in technology that they can adapt and change. Especially when I'm hiring more senior people, I look for people who are genuinely empathetic and have an inner ability to understand the impact of our systems. I look for people who are curious, who will take a risk and take a foot off of first base, and who will push hard and try to understand root causes or solve problems by asking hard questions. These [skills] are hard to find. It is also hard to find people who can simplify. The world is made up of a continuum of people: On one end, there are 'complicaters'; on the other end, there are simplifiers. … IT is inherently complicated; higher [education] is inherently complicated. So a fundamental problem-solving skill is being able to simplify.
On talent retention
Margulies: We've started paying more attention to who is leaving as opposed to what the [turnover] rate is. We need some healthy turnover, but we can't lose key people who not only potentially have good leadership skills, but who also know and understand how to get things done at a place like Harvard and still have room for growth and potential. Of course, we have some people in some areas where the technology is so specialized and so complex that we can't afford to lose that knowledge. We have an initiative under way now at Harvard where we're identifying all of the people … it would be most painful for us to have leave. And we're coming up with a specific retention program for each one of them.
On career development
Jim Noga: It is important to have a formal career development initiative within an IT organization. The time to do that isn't during the performance appraisal, because that can set off some unusual dynamics, especially if things aren't going well. We have a midyear discussion in terms of what training employees need and what they aspire to be. There are people who are happy and very good at what they're doing, and we want to recognize that; we don't want to push people where they don't want to go. We also recognize that we may be growing people, but there comes a time within an organization, because of the resource base and needs, that you may be preparing an employee for another job in another organization.
On building a workplace where IT people feel they are accomplishing something
Margulies: I recently heard a talk by a Harvard Business School faculty member Teresa Amabile. She's written a book … not so much about what brings people to work, but what motivates them. The single greatest motivating factor for people at work is the feeling of making progress. So it's not money, it's not getting the [HUIT] cup, it's not all of those programs that managers tend to put into place. It's the feeling that at the end of each day, [an employee] actually got something done and made very real, tangible progress moving forward. The most important thing we need to do as managers and leaders is create the environment where employees have enough autonomy and mastery in whatever skills are needed to move the ball down the field.
On talent management
Margulies: This might sound really simple, but one of the hardest things in developing talent is giving feedback. It's not a natural skill for us. Most managers want to be liked by the people who work for them, and it's hard to give critical feedback that is genuinely constructive and can help the person grow. And it's hard to make the time for it because we're all so busy. But if you don't do it in a timely way, it just doesn't have the same kind of impact.
On performance appraisal
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Noga: It's hard work to evaluate a person on values. We do a couple of things: When a person is coming up for their performance appraisal, we ask them to identify three people we should talk to. Of course that's self-selection, so we'll also talk to three people they didn't ask us to talk to and get some impressions. What's great about that is that [is that] usually, between everyone, we get the whole narrative for the review. That's an annual process … we're piloting.
The people who report directly to me, for example -- I'll ask them to evaluate all of the [employees who work the] next level down on how their people are doing on values. And then -- here comes the uncomfortable part -- I get the whole team in the room, and we go through every person's staff and other people react. It becomes a very interesting conversation because sometimes the manager is insulated from the behaviors that might happen outside of their line of sight. And if you have enough people in the room, you get a pretty balanced view.
Noga: Managers are focusing on what I would call the technical aspects -- the software and the hardware and making sure you're blocking and tackling. But in a leadership role, you need to be spending the majority of your time on the 'peopleware.' There's this great Colin Powell quote that I often use. He said [paraphrasing], 'In the military, if your troops come to you with an issue and you don't address it, they come to one or two conclusions: either you don't care or you don't have an ability to deal with it. And both are leadership failures.' It's something I think about on a weekly basis as I reflect [back]: Have I really done everything I can? Because people take note.
This was first published in February 2014