In the first year of tracking, requests resolved in less than a day were equal to those that took longer than a week, while in the most recent year the quick closures outnumbered the long (Figure 7.1-21) . Security improvements described in 6.2b(2) have led to a decrease in malware encounters as shown in Figure 7.1-22 . 7.1b(2) Safety and Emergency Preparedness Every two years, IPM’s disaster recovery team meets to practice a disaster scenario. Participation and the emergency preparedness checklist are displayed in Figures 7.1-23 and 7.1-24.
New Hire Retention
0% 20% 40% 60% 80% 100%
76%
94%
88%
86%
71%
65%
FY2013 FY2014 FY2015 FY2016 FY2017
New Hire Retention Allied Workforce Mobility Benchmark
FY ’13
FY ’14
FY ’15
FY ’16
FY ’17
Customer Satisfaction (Effectiveness) (FY)
4.95
4.91
4.73
4.71
4.70
5.00
New Hires
34 10
35
40 14
34
34
New Hire Terms
5
4
2
4.00
Figure 7.1-17 New Hire Retention (Year-1 Turns) Our goal is to establish a culture, work environment, and reward system that minimizes compensation-based turnover (Figure 7.1-18) .
3.00
2.00
FY ’13
FY ’14
FY ’15
FY ’16
FY ’17
1.00
# of Comp- Related Terms # of Total Terms
4
3
5
5
2
2013
2014
2015
2016
2017
23
21
29
22
14
Average of Survey Satisfaction Linear (Average of Survey Satisfaction)
Percentage
17%
14%
17%
14%
14%
SPI Benchmark (Average)
-
-
-
-
11.8%
2015
2016
Figure 7.1-18 Compensation Related Terminations A major outage is defined as an unplanned event that prevents employees from accessing IPM hosted business applications such as email, The Hub, and Deltek (Figure 7.1-19) . In 2016, a windstorm caused a loss of power at the Burr Ridge office, and we experienced an outage. In the aftermath, two actions were implemented: the uninterruptible power supply batteries were replaced, and plans were developed to move the exchange server to the cloud to reduce future impacts to email. 0 1 2 3 4 5 6 2011 2012 2013 2014 2015 2016 2017 Network Reliability Occurrences Linear (Occurrences) Figure 7.1-19 IT Network Reliability Following completion of all IT work requests, the requestor is asked to rate satisfaction on a scale of 1–5 (1=Poor to 5=Excellent). Performance is benchmarked against a previous Baldrige Award recipient. (Figure 7.1-20) . 5 2 1 0 0 1 0
IPM (FY)
94% 95%
98% 95%
Previous Baldrige Award recipient
Figure 7.1-20 IT Customer Satisfaction (Effectiveness) Year More than 1 day Desired Direction
Less than one week 37% 29% 28% 19% 18% 19%
Desired Direction
2013 2014 2015 2016 2017
37% 38% 44% 47% 48% 11%
Improvement ’13 to ‘17
Figure 7.1-21 IT Customer Satisfaction (Responsiveness) Improvement
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