HR-Survey > Employee Opinion > Dimensions

Survey Questions: Information Technology

Questionnaires measuring the IT Department:
Example 1 (5-point scale; numbers; NA)
Example 2 (7-point scale; radio buttons)
Example 3 (4-point scale; radio buttons)
Example 4 (5-point scale; radio buttons)
Example 5 (5-point scale; words)
Example 6 (Pulse Survey)
Example 7 (5-point scale; item comments)
Example 8 (3-point scale; words; N/A)
Example 9 (4-point scale; numbers)
Example 10 (Comment boxes only)
Example 11 (Single rating per dimension)
Example 12 (Slide-bar scale)

Definition: Information Technology is the organizational capability that designs, operates, and improves the technical ecosystem by applying core technical competencies, secure engineering practices, analytical problem‑solving, and disciplined data and systems management. It delivers service‑oriented, customer‑focused support through clear communication, effective triage and resolution, strong knowledge‑transfer practices, and well‑maintained service‑desk operations that ensure users receive timely, high‑quality assistance. It ensures that technology decisions, architectures, resources, acquisitions, vendor relationships, and risk‑management activities are strategically aligned with organizational priorities, governance requirements, and long‑term business outcomes. It maintains operational excellence through robust controls, data governance, integration and modeling discipline, continuous improvement, trend and issue analysis, and technical leadership that guides teams toward scalable, compliant, and future‑ready solutions.

Core Technical Competencies

Core Technical Competencies focus on the engineering craft and technical mastery required to build, maintain, and improve IT systems. This includes deep knowledge of software, equipment, system dependencies, and architectural patterns; the ability to write clean, secure, well-structured code; skill in designing data structures and integrations; and proficiency in testing, documentation, and reliable system design. These behaviors describe the technical precision, engineering judgment, and hands-on capability that enable IT teams to create scalable, maintainable, and high-quality technology solutions.

IT staff are knowledgeable about the software and equipment we use.
The IT Department knows how to repair the equipment in our department.
My manager designs data structures, schemas, and flows that support application logic and analytics.
Our team creates modular, scalable, and maintainable system designs applying architectural patterns appropriately.
Our supervisor connects applications, APIs, and data sources reliably.
Our team produces clear technical documentation, diagrams, and handoff materials.
I am skilled at applying secure coding practices, threat modeling, and vulnerability mitigation throughout the application lifecycle.
My coworkers write clean, efficient, well-structured code using appropriate languages, frameworks, and tools.
I know how to develop and execute unit, integration, and acceptance tests to ensure reliability and performance.
Colleagues understand the dependencies and interoperability of different software tools.

Service Orientation

Service Orientation focuses on how IT delivers technology as a service to the organization. It emphasizes responsiveness, reliability, workflow design, operational efficiency, and cross-team collaboration. This includes maintaining equipment effectively, responding quickly to user needs, improving IT workflows, automating processes, and ensuring that IT services consistently support organizational goals. These behaviors describe the operational excellence, service quality, and partnership mindset that ensure technology functions smoothly and enables productivity across the business.

Information Technology responds to my questions and inquiries in a timely manner.
The IT Department is effective in maintaining the equipment in my department.
Our department delivers high quality IT services for the organization.
Our department delivers reliable, high-quality IT services that support the organization's needs and goals.
The supervisor introduces improved IT workflows and operational protocols that enhance team efficiency and overall productivity.
The project manager drives high-quality IT services that strengthen organizational performance and advance key priorities.
The project manager designs and rolls out enhanced IT work practices and protocols that drive ongoing efficiency and productivity gains.
Our department implements improved operational methods and system-support protocols that increase efficiency and strengthen service delivery.
Our team works effectively with business partners, UX designers, QA, infrastructure, and data teams.
Our manager effectively develops new IT workflows and automated protocols that reduce manual effort and increase productivity.

Knowledge Transfer

Knowledge Transfer is about people-to-people learning, ensuring that skills, judgment, context, and operational understanding move from experienced staff to others so the organization becomes more capable over time. It emphasizes mentoring, walkthroughs of complex incidents, onboarding pathways, cross-team learning sessions, reusable playbooks, and practices that help individuals understand not just what to do, but why and how to do it independently. This dimension is fundamentally about building capability, reducing dependency on single experts, and strengthening organizational learning. It focuses on behaviors that create shared understanding, improve decision-making, and help teams work smarter and more autonomously.

The training seminars offered by the IT Department are relevant and informative.
Our department facilitates cross-team learning sessions where engineers, analysts, and support staff share insights, tools, and lessons learned from recent projects or incidents.
Leaders mentor staff by walking them through complex incidents, explaining decisions, and ensuring they can independently handle similar situations in the future.
My manager encourages team members to contribute to shared documentation repositories and recognizes those who improve clarity, accuracy, or completeness.
Our department delivers high-quality IT services and ensures strong knowledge transfer to support organizational learning and long-term capability.
Managers create reusable playbooks, templates, and technical guide that help teams solve recurring issues without needing escalation.
Our manager actively shares knowledge to help the organization work smarter and more independently.
Our department delivers reliable IT services and maintains clear documentation and knowledge-sharing practices that strengthen organizational understanding and continuity.
Managers create onboarding materials and structured learning paths that help new IT staff quickly understand systems, workflows, and organizational standards.
Our department delivers high-quality IT services and fosters continuous learning through structured knowledge-transfer and information-sharing practices.
The supervisor ensures that critical system knowledge (such as configurations, integrations, and architectural decisions) is documented and accessible so the team is never dependent on a single expert.

Strategic Alignment

Strategic Alignment focuses on how IT leaders ensure that technology decisions, architectures, and investments directly advance organizational goals, key initiatives, and long-term priorities. It emphasizes evaluating operational strategies, shaping enterprise architecture roadmaps, and deploying technology in ways that maximize business value and strengthen core objectives. The behaviors in this dimension (such as assessing departmental strategies, guiding modernization efforts, aligning systems with governance requirements, and ensuring initiatives can be implemented effectively) reflect a forward-looking, value-driven mindset.

The project manager assesses the operational strategies that support the successful execution of important initiatives.
The IT Department is strategically positioned to meet the needs of the organization.
Our department creates an enterprise architecture strategy that ensures IT systems, standards, and platforms are aligned with organizational priorities and governance requirements.
The project manager ensures key initiatives can be implemented effectively.
The project manager develops an enterprise architecture strategy that guides modernization efforts and ensures scalable, future-ready technology solutions.
Senior leadership creates an enterprise architecture strategy and roadmap that guides long-term technology planning and investment decisions.
Technology is deployed in ways that directly enable and strengthen core business objectives.
The Chief IT Officer develops a comprehensive enterprise architecture strategy that aligns technology, systems, and processes with organizational goals.
The IT Department delivers increased value to the organization.
Technology decisions are guided by what delivers the greatest value to the business.
Our manager analyzes operational strategies to identify risks, gaps, and improvements needed to ensure successful implementation of key initiatives.
Managers assess department strategies and recommend adjustments to strengthen implementation of key initiatives.

IT Resources

IT Resources describes how an organization strategically deploys its technology assets (people, systems, infrastructure, and capacity) to maximize operational impact and support changing business priorities. The emphasis is on alignment, adaptability, and value optimization. Statements such as anticipating changing needs, adjusting resources to match evolving requirements, and ensuring that IT capabilities are positioned to support organizational demands all point to a competency centered on resource stewardship and strategic enablement. In this dimension, an employee demonstrates strength by ensuring that IT systems, staffing, and investments are continually evaluated, realigned, and leveraged to deliver the strongest return on effort and investment.

My manager ensures IT resources are aligned to meet evolving needs and priorities.
Senior leadership continually evaluates and adjusts IT resources to stay aligned with changing operational needs.
Resources are used in ways that deliver the greatest operational impact.
IT systems and resources are strategically aligned to drive business priorities and outcomes.
Resources are assigned to achieve the strongest return on effort and investment.
The IT Department ensures resources and capabilities are positioned to support the organization's evolving demands.
My manager adjusts IT resources to keep pace with evolving business and technical requirements.
The project manager anticipates changing needs and proactively aligns IT resources to meet them.

IT Controls

IT Controls focuses on the governance, oversight, and assurance mechanisms that keep systems secure, compliant, stable, and auditable. This dimension emphasizes designing, operating, and evaluating the controls that reduce risk and ensure predictable system behavior. Activities such as reviewing access permissions, validating backups, monitoring logs, documenting change procedures, and collaborating with audit and compliance teams all reflect a disciplined approach to risk mitigation and control effectiveness. IT Controls is about ensuring that systems operate within defined guardrails and that deviations, failures, or risks are detected and addressed through structured, evidence-based processes.

My manager reviews access permissions, system configurations, and audit logs to ensure controls remain effective and compliant with policy.
Managers conduct periodic control-effectiveness assessments and update control design when systems, risks, or regulatory requirements change.
Our department has designed internal controls with appropriate tracking measures.
The project leader collaborates with security, compliance, and audit teams to validate that technical controls align with organizational governance frameworks and external regulatory standards.
My manager ensures that all control procedures (such as change management, backup validation, and incident logging) are consistently followed and fully documented.
My division implements automated monitoring and alerting mechanisms that detect control failures or deviations from expected system behavior.
The supervisor has created systematic approaches for assessing the effectiveness of IT controls and the health, stability, and resilience of critical systems.
Our manager builds data-driven frameworks for evaluating IT controls and system performance using logs, metrics, and monitoring insights.
The manager establishes structured frameworks for evaluating IT controls and ensuring systems meet governance, security, and compliance requirements.
The manager has built effective frameworks for evaluating internal controls and systems.

Risk Management

Risk Management focuses on identifying, evaluating, mitigating, and monitoring risks that could disrupt operations, weaken controls, or expose the organization to vulnerabilities. It emphasizes structured risk assessment practices, maintaining risk registers, validating mitigation actions, conducting severity assessments, and proactively identifying emerging risks in system architectures and integrations. The behaviors in this dimension (such as using standardized checklists, collaborating with security and compliance teams, reviewing proposed changes for risk impact, and implementing ongoing monitoring) reflect a discipline centered on resilience, stability, and exposure reduction.

The supervisor conducts periodic reviews of system architectures, integrations, and configurations to identify emerging risks before they impact operations.
Coworkers collaborate with security, compliance, and infrastructure teams to validate that risk-mitigation actions are implemented correctly and remain effective over time.
Our department has developed appropriate risk response strategies.
Our department has implemented effective risk monitoring measures and responsibilities.
Coworkers are able to identify and implement appropriate risk responses.
The project lead evaluates the risk impact of proposed changes, upgrades, or new technologies and adjusts implementation plans to minimize disruption or vulnerability.
The manager leverages standardized risk-management checklists to ensure IT controls are comprehensive, consistent, and aligned with organizational requirements.
I know how to conduct risk severity level assessments.
Our department uses risk-management checklists to proactively identify vulnerabilities and implement the IT controls needed to reduce exposure.
Managers maintain a prioritized risk register that tracks exposures, owners, mitigation plans, and timelines to ensure accountability and follow-through.

Vendor Review

Vendor Review focuses on the ongoing oversight, performance management, and risk monitoring of third-party providers after they are already engaged with the organization. It emphasizes routine vendor briefings, onboarding processes, performance-review meetings, compliance checks, and continuous evaluation of vendor-related risks. This competency is fundamentally about relationship governance and operational assurance--ensuring that vendors deliver reliably, meet expectations, comply with standards, and maintain security and operational integrity over time.

The project manager conducts regular vendor onboarding and performance-review meetings.
Our team conducts regular risk assessments as part of our vendor management and third-party oversight processes.
We evaluate vendor-related risks on an ongoing basis to ensure security, compliance, and operational reliability.
The project manager holds regular meetings with vendors to review performance, clarify expectations, and address risks.
Our manager facilitates routine vendor briefings and oversight meetings to ensure alignment and compliance.
We leverage robust vendor-management systems and ensure full compliance with organizational and regulatory standards.
Our department uses effective vendor-management tools and adheres to established compliance requirements.

Acquisition Evaluation and Acceptance

Acquisition Evaluation and Acceptance focuses on the front-end assessment, testing, and approval of new software or technology solutions before they are adopted. It emphasizes evaluating vendor capabilities, analyzing total cost of ownership, validating architectural fit, defining acceptance criteria, conducting structured testing, documenting defects, coordinating remediation, and ensuring that proposed solutions meet business, technical, security, and compliance requirements. This competency is fundamentally about pre-deployment rigor and decision quality--ensuring that what the organization acquires is mature, secure, fit-for-purpose, and ready for operational use.

The IT Department properly ensures proposed software aligns with security, compliance, and data-governance requirements.
Our team evaluates software options against functional requirements, technical standards, and long-term architectural fit.
My manager leads the evaluation, testing, and approval of new software to ensure quality, fit, and readiness for organizational use.
The manager defines acceptance criteria and testing protocols to verify that the software meets required specifications.
The project manager validates that integrations, data flows, and system performance meet operational standards.
I know how to assess vendor capabilities, product maturity, and support models to determine suitability for organizational needs.
Our department analyzes total cost of software ownership, licensing models, and implementation risks before recommending acquisition.
Our team leader conducts thorough acquisition evaluations and acceptance testing to ensure software solutions meet business, technical, and compliance requirements.
My coworkers are effective in documenting defects, coordinating remediation with vendors, and ensuring issues are resolved before final approval.

Data Model

Data Model focuses on how an organization defines, structures, and governs the meaning and relationships of its data so systems remain coherent, interoperable, and aligned with business needs. It emphasizes standardizing definitions and schemas, translating business processes into data entities and flows, maintaining versioned documentation, and ensuring that proposed system changes preserve the integrity of the underlying model. This competency is fundamentally about architectural clarity, semantic consistency, and stakeholder alignment--making sure everyone agrees on what the data represents, how it should be organized, and how it supports operational and strategic goals.

The project manager collaborates with architects and engineers to validate that the data model supports scalability, integration needs, and long-term system evolution.
Our team has built stakeholder consensus around data requirements and IT design decisions to ensure successful implementation.
The department manager obtains stakeholder commitment for the data architecture and its intended use.
The project manager secures stakeholder alignment on data requirements and system design decisions.
Colleagues ensure data definitions, schemas, and naming conventions are standardized across applications to prevent ambiguity and improve interoperability.
Our department maintains versioned data-model documentation and communicates changes so downstream systems and teams can adapt without disruption.
My team leader translates complex business processes into clear data entities, relationships, and flows that technical teams can implement consistently.
The project manager engages key business and technical stakeholders to validate and support the data model.
We use a structured data operating model that specifies how data is captured, managed, and applied across the organization.
The team leader has created a data model that supports the team's operating and strategic goals.
Employees in my department evaluate how proposed system changes, new applications, or integrations will impact existing data structure and adjust the model to maintain coherence and accuracy.

Data Controls

Data Controls focuses on the technical safeguards, enforcement mechanisms, and monitoring processes that protect data and ensure it is handled in compliance with governance and regulatory requirements. It emphasizes access controls, authentication, encryption, retention and disposal mechanisms, backup and recovery validation, and monitoring workflows for policy violations. This competency is fundamentally about risk reduction, protection, and operational assurance--ensuring that data is secure, properly governed, and processed according to defined standards.

I can audit data access patterns and system permissions to ensure only authorized users can view, modify, or transmit sensitive information.
Our manager validates that backup, recovery, and failover processes meet organizational data-protection standards and are tested on a defined schedule.
My team leader audits data access patterns and system permissions to ensure only authorized users can view, modify, or transmit sensitive information.
Our department maintains the technical controls and documentation needed to demonstrate compliance with data governance and regulatory standards.
I am able to monitor data-handling workflows for policy violations and coordinate corrective actions to maintain compliance with governance and regulatory requirements.
Our department validates that backup, recovery, and failover processes meet organizational data-protection standards and are tested on a defined schedule.
My manager implements the technical mechanisms that enforce data retention, archival, and disposal policies.
Our IT Department effectively manages access controls, authentication, and system protections to ensure compliance with data governance policies.
The supervisor monitors data-handling workflows for policy violations and coordinates corrective actions to maintain compliance with governance and regulatory requirements.
The IT Department implements and maintains the technical safeguards required to uphold data governance standards.
The project lead implements encryption, tokenization, and other data-protection mechanisms to safeguard information both in transit and at rest.
My department implements encryption, tokenization, and other data-protection mechanisms to safeguard information both in transit and at rest.
Our IT Department maintains and implements technical controls to enforce the data governance policies.

Data Governance

Data Governance focuses on the policies, roles, and operating structures that define how data is owned, classified, protected, and managed across the organization. It emphasizes establishing stewardship roles, clarifying data sources and flows, mapping how data supports business processes, and ensuring that data is handled according to organizational and regulatory requirements. This dimension is fundamentally about accountability, policy enforcement, and organizational clarity--creating the rules, responsibilities, and operating model that guide how data should be managed throughout its lifecycle.

Our team operates under a clear data operating model that outlines data inputs, stewardship roles, and intended business uses.
The team leader ensures data is classified, protected, and handled according to organizational policies and regulatory requirements.
Our team follows a defined data operating model that clarifies data sources, ownership, flows, and business use.
We maintain a data operating model that maps where data originates, how it moves through systems, and how it supports business processes.
The manager provides leadership, strategic direction, and ensures data governance policies are developed and implemented.
The chief data officer effectively leads the data governance program.
The manager defines clear data ownership and stewardship roles to support accountability, quality, and consistent decision-making.

Data Integration

Data Integration focuses on the technical execution of combining, harmonizing, and moving data across systems so applications, analytics, and business processes have consistent, high-quality information. It emphasizes integrating data from multiple sources, defining integration architectures and standards, troubleshooting complex data flows, and consolidating information to support enterprise insights. This dimension is fundamentally about engineering reliability, interoperability, and technical enablement--ensuring that data from diverse platforms can be unified and used effectively for operational and strategic decision-making.

The manager coaches teams in advanced technical concepts, helping them troubleshoot complex issues and strengthen long-term technical capability.
Our team integrates data from multiple systems to support applications, analytics, and strategic decision-making.
Our team integrates data from a variety of sources for applications and strategic insight.
Provides technical direction by defining architectures, standards, and best practices that guide system design and implementation.
Our team manages data integration across platforms to ensure consistent, high-quality information for operational and strategic use.
We consolidate and harmonize data from diverse sources to enable reliable applications and enterprise insights.

Analytical and Problem Solving

Analytical and Problem Solving focuses on diagnosing and resolving individual technical issues, improving system performance, and translating business needs into actionable technical solutions. It emphasizes analyzing system behavior, improving scalability and efficiency, applying SDLC or Agile practices, collaborating across technical teams, and identifying risks early in the design-to-deployment lifecycle. This competency is fundamentally about technical reasoning, solution design, and incident resolution--the ability to break down complex problems, determine the right fix, and implement improvements that strengthen system performance and operational outcomes.

Our department identifies technical, operational, and security risks early and proposes mitigation strategies.
I know how to apply SDLC or Agile practices consistently from design through deployment.
My team diagnoses complex issues using structured methods--identifying root causes and long-term fixes.
The project manager translates business needs into clear, actionable technical requirements.
I can work with cross-functional teams (network, apps, security) to resolve incidents.
I can analyze system behavior and improve speed, scalability, and resource efficiency.

Technical Leadership Competency

Technical Leadership Competency focuses on setting direction, establishing standards, and building the technical capability of the organization. It emphasizes defining architectures, coding standards, and best practices; evaluating tools and platforms for long-term value; designing IT policies and processes; breaking work into manageable increments; and ensuring development practices align with security, governance, and regulatory requirements. This competency is fundamentally about technical stewardship and organizational guidance--leading teams, shaping the technical environment, and making strategic decisions that strengthen departmental performance.

Our department assesses tools, frameworks, and platforms for suitability, cost, and long-term value.
The manager breaks work into manageable increments; estimates effort and prioritizes effectively.
The manager designs and implements effective IT policies, processes, and procedures that strengthen departmental performance and impact.
My manager defines architectures, coding standards, and best practices for the team.
The project manager coaches developers, reviews code, and builds team capability.
The project manager relies on risk-management checklists to guide the development of IT controls that maintain system stability and reduce operational risk.
My manager identifies strategic initiatives for the department.
Managers review the IT Department performance over the past year to determine best strategies for moving forward.
We ensure development practices align with security, data governance, and regulatory requirements.
The department creates streamlined IT policies and processes that enhance overall efficiency and overall effectiveness.

Innovation and Continuous Improvement

Innovation and Continuous Improvement focuses on identifying opportunities to enhance systems, processes, and practices over time. It emphasizes staying current with industry trends, proposing workflow or architectural improvements, incorporating user feedback, evaluating new tools for potential adoption, reducing incident volume, improving stability, and contributing to post-incident action items. This competency is fundamentally about evolution, experimentation, and iterative enhancement--spotting inefficiencies, advocating for change, and driving improvements that increase reliability, usability, and performance.

The manager identifies opportunities to reduce incident volume and improve stability.
Our manager evaluates new tools, frameworks, and patterns for potential adoption.
My coworkers identify inefficiencies and propose enhancements to workflows, tools, or architecture.
The project manager participates in post-incident reviews and contributes to action items.
Our department incorporates user feedback, usability principles, and accessibility standards.
Our team advocates for architectural or process changes that reduce risk.
Colleagues stay current with industry trends, languages, and best practices.

Issues and Trends Analysis

Issues and Trends Analysis focuses on pattern recognition, systemic insight, and long-term problem prevention. It emphasizes recording incidents accurately, ensuring traceability, conducting structured root-cause analysis, identifying recurring patterns, validating findings with experts, and monitoring logs and metrics for anomalies. This competency is fundamentally about detecting underlying issues, distinguishing symptoms from true causes, and identifying trends that signal deeper systemic problems.

My service team applies correct categories, priorities, and service levels to service requests.
Our department distinguishes between symptoms and true root causes.
IT staff conduct root-cause analysis of issues and coordinate the necessary technical actions, resources, and teams to implement effective solutions.
The department conducts structured root-cause analysis of technical incidents to identify underlying issues and determine the appropriate remediation steps and resources.
I know how to review incident data to identify systemic issues.
I ensure tickets are traceable and auditable.
Incidents are analyzed to trace issues to their true technical root cause and defined the corrective actions, resources, and owners needed to resolve them.
This department monitors logs, alerts, and performance metrics for anomalies.
My manager identifies recurring patterns that may indicate underlying problems.
Our team uses structured RCA techniques (5 Whys, fishbone diagrams, fault trees).
Our team validates findings with technical experts and stakeholders.
Coworkers record incidents with complete, clear, and accurate details.
The team leader investigates underlying causes of recurring or high-impact incidents.

Troubleshoot/Triage/Prioritize

Troubleshoot/Triage/Prioritize focuses on the initial response, diagnostic reasoning, and rapid stabilization of technical issues. It emphasizes gathering logs and error details, assessing severity and business impact, applying structured troubleshooting methods, providing temporary workarounds, narrowing down likely causes, and routing incidents to the correct resolver group. This competency is fundamentally about speed, clarity, and decision-making under pressure--ensuring that incidents are understood, contained, and escalated appropriately so service disruption is minimized.

IT Staff are good at troubleshooting issues to get to the root cause of the problem.
Our team routes issues to the correct support tier or resolver group.
The team lead facilitates bridge calls for major incidents.
Coworkers use diagnostic tools, logs, and known-error databases to identify likely causes.
Colleagues provide temporary workarounds when possible.
I can implement temporary workarounds when needed to restore service quickly.
Associates gather logs, screenshots, and error messages.
Colleagues assess incident severity based on business impact and urgency.
My partner applies structured troubleshooting methods to isolate the issue.
The team effectively performs initial diagnostics to narrow down the issue.
Supervisors escalate high-impact incidents immediately and appropriately.

Resolution and Closure

Resolution and Closure focuses on finishing the work thoroughly, validating outcomes, and ensuring long-term stability once the root cause is known. It emphasizes applying known solutions, confirming service restoration with users, replacing temporary workarounds with permanent fixes, validating that dependent systems function correctly, documenting resolution steps clearly, and ensuring no follow-up actions remain outstanding before closing the ticket. This competency is fundamentally about completeness, accuracy, and accountability--making sure issues are fully resolved, well-documented, and prevented from recurring.

The supervisor validates that temporary workarounds are replaced with permanent solutions, ensuring long-term stability rather than short-term fixes.
Our department verifies that dependent systems, integrations, or user workflows function correctly after a fix.
My team resolves common issues (password resets, access requests, basic troubleshooting).
I use scripts, knowledge articles, and diagnostic tools to effectively address the needs of users.
Colleagues ensure every ticket includes clear resolution notes, including step taken, tools used, and final verification results so future technicians can understand the fix without re-diagnosing the issue.
The team leader communicates final resolution details to users in clear, non-technical language, confirming they understood what was fixed and any next steps they may need to take.
I avoid unnecessary escalations by applying known solutions.
The manager confirms service restoration with the user before closing the ticket.
The project manager closes incidents only after confirming that no follow-up actions, escalations, or monitoring tasks remain outstanding, ensuring nothing is left unresolved.

Knowledgebase Contributions

Knowledgebase Contributions is about content-to-repository learning, ensuring that accurate, structured, and accessible documentation exists for others to reference. It emphasizes updating troubleshooting guides, documenting known errors, flagging outdated content, capturing lessons learned, identifying documentation gaps, and improving runbooks and support materials. This dimension is fundamentally about maintaining a reliable, up-to-date knowledge repository that supports consistent service delivery and reduces repeated effort. It focuses on behaviors that improve clarity, accuracy, and completeness of written knowledge so teams can quickly find solutions and maintain operational continuity.

The IT Department maintains good documentation on any changes or issues.
Managers ensure lessons learned are shared with service desk and support teams.
Our team documents known errors and workarounds in the knowledge base.
My team updates troubleshooting guides and runbooks.
My manager updates or flags outdated knowledge content.
We ensure documentation is complete for future reference.
Coworkers share insights from user interactions to improve support materials.
Our team identifies gaps in documentation and suggests new articles.

Clear and Timely Communication

Clear and Timely Communication focuses on how effectively IT professionals convey information, updates, and technical details to others, especially across teams and to non-technical audiences. It emphasizes keeping departments informed about system changes, documenting actions and symptoms, providing status updates, ensuring accurate shift handoffs, and communicating incident details clearly to technical teams. This competency is fundamentally about information flow, clarity, and responsiveness--making sure the right people receive the right information at the right time, in a way they can understand and act on.

There is adequate communication between Information Technology and our department.
The IT Department keeps us informed of major changes to the software applications being used.
My colleagues are able to explain technical concepts clearly to non-technical audiences.
My technical lead documents actions taken, symptoms observed, and resolution steps.
Rapid response teams communicate incident details clearly to technical teams.
The shift manager ensures handoffs between shifts or teams are complete and accurate.
Service reps provide users with status updates and expected resolution timelines.

Customer Focused Support

Customer Focused Support centers on the quality of the user experience, emphasizing empathy, responsiveness, clarity, and long-term problem ownership. It focuses on listening attentively to understand user context, responding quickly when issues arise, setting realistic expectations, providing courteous and professional assistance, and tracking tickets through to permanent resolution. This competency reflects a mindset of advocacy and care--ensuring users feel supported, informed, and confident that IT is committed to solving their problems. It also includes recommending long-term fixes or process improvements and coordinating with technical teams to prioritize remediation efforts.

The IT Department is quick to respond to my issues.
I receive adequate support from the IT Department.
IT Department staff usually have the answers when I need help.
IT Department responds quickly when equipment or software breaks down.
The supervisor recommends effective long-term fixes, design changes, or process improvements.
My teammates track progress on problem tickets until permanent resolution is achieved.
Service desk associates set realistic expectations for resolution and follow-up.
Associates works with technical teams to prioritize remediation efforts.
Service desk technicians provide courteous, patient, and professional assistance.
Associates listen actively to understand user issues and context.

Service Desk

Service Desk focuses on the operational execution of Tier 1 support functions, emphasizing accuracy, consistency, workflow adherence, and efficient processing of standard requests. It includes quickly fulfilling routine tasks (like software installs or access provisioning), escalating issues appropriately, following defined approval processes, and ensuring complete and accurate handoffs to higher-tier teams. This competency reflects a mindset of process discipline and operational reliability--ensuring that requests are handled correctly, escalations are timely, and all procedural steps are followed.

Our team tracks escalated tickets and ensures follow-through.
The service desk provides complete information to higher-tier teams.
Service desk techs follow defined workflows and approval processes.
Service desk technicians ensure timely and accurate delivery of requested services.
Service desk technicians escalate issues promptly when beyond Tier 1 capability.
Help desk analysts quickly process standard requests (software installs, access provisioning).

Expertise

Expertise focuses on credibility, trust, and the depth of professional relationships IT leaders build across the organization. It emphasizes being approachable for technical problems, establishing strong partnerships with senior leadership, supporting enterprise priorities, and maintaining high-trust relationships that enable IT to influence strategy. This competency is fundamentally about professional authority, relational strength, and organizational impact--demonstrating the knowledge, judgment, and leadership presence that make others confident in IT's guidance.

Information Technology staff at this Company are easy to approach with a work related problem.
If I have an IT problem, I know who to contact.
IT leaders collaborate closely with senior leadership to support organizational priorities.
IT leadership has established credibility and strong working relationships with senior executives.
IT leaders cultivate effective, high-trust relationships with senior leadership to advance enterprise goals.
IT leadership maintains strong, trust-based partnerships with senior leaders across the organization.