CIOReview | | 19 MARCH 2024implemented a crawl-walk-run approach to listen to feedback, make changes, adjust things that weren't working, and build on those that were. We initiated enterprise-wide surveys that were specific to remote work in addition to our annual employee engagement surveys. We also created advisory committees for both employees and senior leadership. We changed by enhancing resources and increasing flexibility. We care about protecting our members' information, so we already have strict information security policies and procedures in place. But with so many employees working on BlueCross-issued laptops outside of our network, those protections had to be enhanced. We have around 800 technology professionals on staff that are responsible for protecting our members' data, maintaining security protocols, and keeping information technology systems operating at optimal levels across the company, and we had to invest in the right virtual and digital collaborative tools.However, there were some things we didn't want to change. We knew the key to ensuring this work model would be a success was in retaining our company culture. Consistent ConnectivityTo give employees the opportunity to reconnect in person, whether for business-related needs or just to see each other, we began hosting monthly `Welcome Wednesdays' at our Chattanooga campus, where lunch is provided for employees. Managers are encouraged to schedule team meetings on these days and create in-person collaboration opportunities for remote employees. They're also encouraged to use our on-site innovation labs for strategy and brainstorming sessions.Of course, we also must look ahead to our long-term future. BlueCross is a technology company, and we believe our future is in the hands of homegrown tech talent. That's why we've created our own talent pipeline with the BlueSky Tennessee Institute. The program, a partnership with East Tennessee State University, offers students interested in tech careers a path to a bachelor's degree in computing in just over two years with little to no debt. In 2022, we welcomed our first cohort of 30 students.We see BlueSky Institute graduates as the future leaders of BlueCross, and mentorships with members of our leadership team, as well as enterprise information technology staff, are an integral part of their experience. Our second cohort -- an additional 30 students -- arrives in August.At BlueCross, we know the changes we've made -- and the aspects of our culture that we've retained -- have given us a competitive edge in a difficult market. We also realize we still have work to do to build stronger connections with new remote employees. But that's our commitment, as we want more team members like Sherry Crawford, more remote workers, and more tech-focused individuals that will help us serve our members and fulfill our mission of providing peace of mind through better health. We initiated enterprise-wide surveys that were specific to remote work, in addition to our annual employee engagement surveysShannon Clark
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