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A new hire as an IT Business Relationship employee identifies potential…

- - - - Ryan attends his first day in the office, bringing his orientation improvement ideas to his boss's attention.
        
        Ryan finds contact info for the HR employee in charge of orientation and sets up a meeting. They discuss the list of areas for improvement and Maggie (HR) points out some other issues leading to what Ryan experienced at orientation.
        
        Ryan and Maggie discuss possible solutions, and Ryan directs his questions to Don in IT, who was in charge of looking into a couple vendor options Maggie had brought up previously
        
        After talking with Don in IT, Don had said that they had not looked into the external vendor options because the in-house system was sufficient enough, yet the upgrades and improvements needing to be made to the current orientation system would take 1-2 years to complete because of how busy the IT department is.
        
        Ryan met with Maggie again to share his findings and help develop a solution. When talking with Maggie about IT's expected timeline, and how they had not looked into vendor solutions, Maggie decides it is best to do the RFP (request for proposals) and begin the process of looking for a vendor.
- - - - The vendor options that were expected to be reviewed by IT could have been held more accountable if someone from IT had regular communication with HR.
    - - I think the processes would need changed, mainly designating IT employees to have direct communication with specific departments.
    - - According to TopDesk, a Single Point of Contact (SPOC) that specializes in communicating with one department can streamline processes and improve communication. These SPOC's can still be available to work in their IT teams, but can also double as a SPOC for department-specific tickets.
      - https://www.topdesk.com/en/blog/single-point-of-contact-spoc/
  - - - If there were different points of contact throughout IT with the other departments, Maggie would not have had to continuously re-explain the orientation process and waste time that could be used discussing solutions.
    - - Again, the processes would need to change to create points of contacts between IT employees and different departments.
    - - Refer to solution 2 research.
  - - - I think the processes and technology could use a change, and these changes could prompt a change in people. The current hires wouldn't necessarily need replaced, just trained on a better way to communicate between departments and have something tracking tasks to hold accountability for things that need fixed.
    - - I would recommend using some kind of system to keep projects and tickets more easily accessible for both the IT department and other departments sending in tickets. My work personally uses "Ticketing as a Service" which is built into Microsoft teams and helps to keep track of support tickets and their statuses.
    - - If there was a known flaw in the system that had not been addressed, new hire schedules could have been double checked and corrected to avoid confusion.
- - - - This made the organization seem like their communication between departments was poor, and that IT may not be fairly prioritizing projects.
    - - Issues involving the orientation process prompted the need for change in systems.
    - - Don, who is with IT, said developing an RFP wasn't worth the effort since the in house system was sufficient.
    - - The problem exists due to the lack of upgrades in the orientation system.
    - - The orientation improvements are further delayed.
    - - IT is mainly responsible for not communicating that they were not going to consider a vendor for the orientation process, but also not making ample time to help address and fix the issue.
    - - It caused doubt that the IT group was serious about helping to fix the issue.
  - - - This impacts the organization by creating tension between departments, further damaging communication.
    - - The cause is that IT workers keep getting switched around on projects.
    - - This happened when Maggie needed to discuss a plan for orientation improvements.
    - - This problem exists because all IT employees are a part of the same team (is what it seems like) and there are no smaller teams separating project areas.
    - - The consequence is that other departments view the IT department as less reliable in taking their concerns seriously.
    - - IT is responsible for the lack of communication and/or miscommunication.
    - - This impacts the IT group because it shows that they need a better structure on accountability for projects.
  - - - The way Maggie explained it, the system sometimes ignored the employee specialties when enrolling them in sessions.
    - - The cause is a flaw in the current orientation system.
    - - The system has a known issue and has been discussed for improvement, but IT has not been able to devote enough time to completing the fix due to other projects.
    - - The orientation process is interrupted, new hires could feel like things are unorganized and have a lesser experience.
    - - The IT group was contacted to ask about the system related orientation issues.
    - - This caused minor confusion and/or disturbances to sessions during orientation.
    - - The IT department and the orientation team.