Profile: Jason Egbers, iSelect
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Jason Egbers Number of years in role: 2.5 |
What do you do?
I work constantly with key members of my team in the areas of development and infrastructure as well as monitoring our service desk to try to ensure no major issues arise that can impact key areas of the business.
I am also responsible for developing project plans for high value strategic projects such as enterprise resource planning (ERP) and disaster recovery as well as maintaining a working technology budget.
I also provide leadership to staff within my team to best handle business issues and technology solutions and ensure appropriate governance is employed while delivering services and solutions
What results are expected in your position?
I’m responsible for ensuring all IT infrastructure services are maintained, that we provide quality solutions through application development, and provide strategic technology guidance around the company’s business plan.
What has been your biggest career highlight to date?
Taking on this role at iSelect; and delivering a number of strategic projects, such as the acquisition and roll-out of new voice technology.
What is the best and worst thing about your job?
Best: The successful implementation of any project that delivers tangible business benefit.
Worst: I wouldn’t say worst but the most challenging part of my role, is defining business strategy and priorities in a demanding and fast paced environment.
Any tips on how to get and stay ahead?
Stay engaged with your business units with open and honest discussions.
How do you encourage loyalty with your staff and clients?
Work closely and openly with them.
Be consistent and fair.
Give them the opportunity to be involved, but lead with business directives.
Reward them!
We had an example of the need for rewards with our recent office relocation. The move included new IP telephony infrastructure and a range of new network and infrastructure services. Given the tight deadlines and minimal resources, expectations had to be set very early, that this would be a demanding project and that every effort needed to be put in, to achieve success.
Little things like giving the team flexibility to take a cab home or buy dinner that would be reimbursed at the company’s expense, worked wonders. Having the team involved early allowed them to understand the company’s objectives. Supporting them with a clear project plan provided them with defined boundaries. Rewarding the team at the end was very important and this was done in many ways - financial bonuses, tickets to major events and recognition of contribution at company meetings.
What do you think employees want from their employer?
Consistent direction, which allows them to focus on providing new ideas and solutions and a team that supports them and rewards them for going the extra mile. Also flexible working arrangements, financial and non-financial rewards and a culture of work hard and have fun - our office table tennis table is a much appreciated and used item.
What are the biggest human capital issues your industry is dealing with? …and what should be done about them:
Retaining staff is always a challenge. It is important to ensure there is a career path where possible. We aim to retain staff by offering professional and technical training as well as keeping staff fresh and vibrant by setting up break-out areas containing chill-out options such as table tennis and comfy bean bags. Employees are encouraged to take breaks when possible.
It’s inherent with any rapidly growing small organisation that it doesn't forget about staff members who have been on the journey with it. These people need ongoing training so they are not left behind; and it is also important to provide an environment where employees recognise that while they may outgrow one role, fresh opportunities become available as the company grows.
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