Information Systems Knowledge

  • Maintains and applies up-to-date knowledge of discrete and integrated information systems elements relevant to your area of responsibility (hardware, software, and network)
Proficiency Levels – What it looks like
Being Developed
Aware of the primary uses of technology by customers, learning the systems of the enterprise and the customers affected Possesses a basic understanding of the strategy, structures, processes, and procedures of the enterprise in its relationship with the business and its activities Resolves escalated problems of technical support Identifies means of integrating technical support requirements with enterprise processes and strategies Engineers, coordinates, and submits approval for significant enterprise-wide information system solutions that align with organizational processes and long-term strategies
Responds to day-to-day requests for technical support in areas of primary usage Troubleshoots in response to requests for technical support Identifies root causes Identifies technological opportunities to meet client needs Recommends large-scale, best practice technological opportunities
Escalates questions and problems to relevant technical expert groups Identifies problems and needs Sets up and integrates new and enhanced information systems Creates information system solutions to meet the needs of business stakeholders Engages appropriate technical consultants, experts, and leaders
Escalates problems to appropriate technical experts Identifies customer needs and determines the appropriate approach to apply and ensure resolution Partners with appropriate technical consultants, experts, and managers to resolves complex problems across all IT solutions
Solicits the input of appropriate technical experts and managers as required

What it Doesn’t Look Like

  • Making assumptions about a client’s situation/needs
  • Compromising quality or speed when addressing a customer request
  • Insisting upon solving client problems without appropriately engaging others in the resolution
  • Addressing deficiencies (i.e. requests for assistance) without looking for or addressing patterns of repetition
  • Implementing new systems with insufficient communication or education to end users
  • Working in isolation of other IT disciplines
  • Developing solutions with little consultation from clients

Questions to Consider

  • Do I take the necessary time to understand each client’s business area or concern before moving to solution or recommendation?
  • When I “fix” a problem does it resurface? What else needs to be considered? What do I need to do differently?
  • When we release a solution or update does it result in fewer or greater questions?
  • Are features in my solutions being fully utilized? If not, why not?
  • What new advances in technology do I need to be familiar with?

Learning and Development Activities

Choose one or two activities that support your preferred learning style

Select activities by learning style
Doing Listening Observing Training Reading

Suggestions for activities you can do on the job


  • If a client is upset or complaining about an IT related issue, take the time to understand the situation from their perspective. Log all request for assistance and look for patterns
  • Consider following up with a client to ensure the solution you provided is working. This could be after a service a call or following a project implementation
  • Understand your clients information systems needs and involve them in creating business rules for solutions, and in-development reviews

With Peers

  • Initiate discussion forums to share and discuss new discoveries and challenges. Brain storm solutions to problems. Even if your group is all subject matter experts, you may be surprised by what you learn.
  • Look for opportunities either formally or informally share expertise on a regular basis.

With your Manager/Team Lead

  • Discuss observations regarding IT performance and opportunities for improvement, provide data to support our observations and recommendations for corrective actions
  • Discuss new developments in your area of expertise and how these developments might support current or future Organization needs
Listening and Observing

Here are some ideas that can be pursued on the job, with some coordination. Use these reflective questions to gain more from your learning experience:

    • What are three key things I have learned from this experience?
    • What will I do differently in my work as a result of this experience?
  • Identify someone who is effective at interacting with clients. Observe them with clients either on the phone, in person, or in meetings. Ask about any techniques they use which may not be obvious.
  • Ask an expert to explain and show you how to perform a task; if it helps you, take notes.
  • Job shadow someone who has a skill you require to understand the capability more completely.
  • Job shadow to broaden the understanding of your own role and its impact on others. Consider shadowing both an internal “supplier” and “customer” to better understand how jobs effect one another.
Training Programs

UBC Training Programs offered through Continuing Studies:

For UBCO course offerings, please visit the Events page.

Consider working with a coach following training, to aid in anchoring your learning:


Choose to read one or two of the books listed below. Consider the reflective questions to enhance your learning:

    • What are the key points the author is making?
    • What are three key things I have learned from this reading?
    • What will I do differently in my work as a result of gaining this knowledge?


  • Technology as Experience; (2007) J. McCarthy & P. Wright; The MIT Press. Provides an understanding of the human-computer interaction so the potential of the technology can be fully realized.
  • Customer Service for Dummies, 3rd Edition; (2006) K. Leland & K. Bailey; John Wiley & Sons. Presents current advice on help desks and IT departments, explains how to recognize strengths and areas for improvement relative to customer service
  • Delivering Knock Your Socks Off Service; (2001) R. Zemke & B. Hayes Williamson; AMACOM An easy to follow self-study program that presents successful techniques and approaches that will cause readers to look at customer care in a new way and will teach the skills to deliver it.

Managers/Team Leads

  • Caring for the Customer, Fourth Edition; (2003) H. Senter; Elsevier Science and Technology Books, Inc. Easy to follow workbook that will assist managers in explaining the expectations and significance of customer care for internal as well as external customers.
  • IT Success: Towards a New Model for Information Technology; (2007) M. Gentle; John Wiley & Sons (UK). Uses real-world examples as well as case studies to present a new model for IT in which the traditional relationships are replaced by a shared risk/reward partnership geared towards workable results over time.

Additional Questions

Please contact your Human Resources Representative with any additional questions.

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