Your IT support team feels undervalued. How can you show them the recognition they deserve?

Reflita se esta no lugar certo, tudo na vida tem suas dificuldades, mas quando encontramos nosso estado ideal, nosso lugar no mundo as dificuldades viram oportunidades de nos tornarmos melhores a cada dia. Dê o seu melhor todos os dias e se auto avalie sempre, refletindo se AGORA é o lugar onde queria estar.

Consider quarterly meetings to review team accomplishments and stand out performers. Have these meetings at lunch time and provide pizza, etc. to show some team appreciation. Sharing a meal together also allows personal connection time and promotes relationship building.

The IT Support team does not receive empathy and gratitude for their work. As Managers, we need to motivate the team with empathy and build a cohesive team by measuring their work's KPI and providing them with an award that provides value for them. We also need to organize Team meetings along with their families and make them feel that we are there and with them and their work is acknowledged.

IT Support team of any organisation are often overlooked for their day-to-day contribution in running the ecosystem in a seamless manner. As members of the organisation, we should take some time and ensure that they are well recognised, and they also get necessary support from us. Periodic catch-up with the teams and understanding the challenges, strategic plans to contribute should be designed and implemented.

That's a common problem for teams working on an incidental department, and I had always said that if the team is not noticed is because they are doing a great work. It usually has a counterpart, that is that the team's work is not recognized. In that case, as a lead I acknowledge publicly their efforts, celebrating goals achieved so the whole company knows about us and the work we are doing. That's also a good practice to give visibility to other teams, because usually that's also a problem.

In my experience if support personnel see possibilities for job growth and career opportunities they will strive to excel. It is important to let them know that their basic skills are important to concentrate on while in a support role. These skills include strong combination, problem resolution, and long term problem avoidance.

One thing I have found helpful is workshopping their ideas, whether during a one on one or in a team meeting, helps build critical thinking skills and confidence in innovation.

Let me tell you about an IT team – these individuals are the absolute best! They're the ones who keep our tech running smoothly, troubleshoot like ninjas, and always have our backs during those inevitable tech crises. But appreciation can't just be a one-time thing, right? That's why I make sure to recognize their accomplishments in team meetings. But I also take it a step further. I show them trust by awarding them with ownership of other projects. It's a win-win – they get to tackle new challenges and I know they'll deliver. For those who are ready, I offer them even more challenging projects, helping them level up their skills and keep things interesting.

I come from a generation that worked endlessly providing results and demonstrating commitment every day, however, it didnt really paid off until i said i would quit seeking out better opportunities. As leaders we have to invest in the growth of our team members, sharing our knowledge, educating and encouraging them to face challenges, talk in public or in front of large group, provide a training session, help QA detect a new framework, help the operation increase a KPI using your. This creates loyalty, and loyal team members will want you and the project to shine.

Yeah, since the world is rapidly evolving around the IT field, it is paramount that you get your staff up to date with the latest Tech innovations by partnering with some credible and prestigious Tech organizations so as to upgrade their expertise and thereby, making them more productive in their lines of specialization in the company.

Focus on implementing a comprehensive rewards system that goes beyond traditional compensation. Introduce performance-based bonuses that recognize exceptional work and problem-solving skills. Offer tangible rewards such as gift cards, extra paid time off, or tech gadgets for completing challenging projects or receiving positive customer feedback. Implement an "IT Employee of the Month" program with associated perks. Consider offering unique experiences as rewards, such as attending high-profile tech conferences or exclusive training sessions. Ensure that rewards are equitable and transparent, with clear criteria for earning them.

Por experiências anteriores, o melhor planejamento desde o início do processo de suporte e acompanhamento permite melhores previsão de atividades, pessoas, carga de trabalho e escalabilidade e assim se torna possível, melhores programações de trabalho considerando feriados, folgas, férias e principalmente marcos da empresa (datas de promoções, aniversários, lançamentos, etc). Com este plano definido poderemos ter como uma das recompensas emendas, folgas mais ou ainda horários mais flexíveis.

I am personally against rewarding attendance or KPI, i believe this speaks poorly on leadership. When there is distance between the operation and leadership it's easy to say "Hey here are the bonusses, do not miss" while all they are looking for is an involved leadership team facing the same challenges and promoting teamwork, to feel acknowledged and part of a solid team. If one fails, we are all impacted, if the project succeeds, we all succeed.

I have lived after the rule to praise in public. As often as it is suitable. Then praise the working personell. Small tokens of appreciation is needed not anything fancy. And it is more than a tap on the shoulder. The public rewarding encourage everybody. And with a sound climate where people are not competitive it works very well. So everybody in the room should know WHY this person gets a small but still reward.

Exactly, creating incentives as a manager amongst your staff is definitely a great idea to boost their efficiency. When you set a goal for and they hit the bullseye, do as much as you can to in turn show them some level of appreciation by giving them incentives such as creating a welfare course or luxury trip.

Reconhecimento Público: Criar um programa de reconhecimento onde os membros da equipe são elogiados publicamente por suas contribuições. Isso pode ser feito através de newsletters internas, quadros de avisos ou reuniões de equipe.

El medio ambiente laborar es un aspecto fundamental para que los colaboradores se sientan valorados en todo sentido. Desde la forma de hablar con ellos, pasando por proporcionarles todas las herramientas y mobiliario, hasta remunerarlos sobre el promedio del mercado es el objetivo de toda jefatura y empresa para evitar alta rotación de personal y retener a los talentos. Cuando las personas se sienten valoradas trabajan más motivadas y relajadas, por lo cual son más creativas, eficientes entregando sin estress un mayor aporte a la organización. Se evita la desconformidad.

O feedback é de suma importância para melhoria contínua ativa entre os responsáveis diretos pelo suporte e retorno das ocorrências. Com este, criar efetivas ferramentas de multiplicação das sugestões e suas ações e status assim como melhor controle de reclamações e dores individuais e em comum para evolução individual, dos times e dos processos.

Comunicação Transparente: Promover reuniões regulares onde as conquistas da equipe são destacadas e discutidas. Isso não apenas mostra que seus esforços são notados, mas também que são essenciais para o sucesso da empresa.

La mejora contínua siempre apunta a aquello que podemos mejorar, y la retroalimenación es un aspecto fundamental cuando encontramos brechas o situaciones que podemos analizar como jefatura y como equipo de trabajo con el fin de proponer planes de acción que nos permitan mejorar los procesos, nuestra forma de interactuar con lo demás, con los clientes, incluso con nuestras propias condiciones de trabajo. Los cambios son el tema principal de cualquier empresa, persona, vida, naturaleza. Esto no es ajeno a nada. Siempre debemos estar dispuesto la retroalimentación full duplex, ya que siempre va en ambos sentidos, pues tanto tú como el resto debemos mejorar.

É possível criar uma maior e melhor conexão entre todos responsáveis por determinado grupo de suporte desde usuários principais (key users), níveis de atendimento (N0, N1, etc), infra e arquitetura e fornecedores para que não só nos momentos de crise como também em momentos de atualização de indicadores de acompanhamento por exemplo, tenhamos entre todos uma sensação de pertencimento e importância em cada uma das funções e atividades. Além disso, podemos e devemos, reforçar periodicamente os status gerais, maiores e menores ofensores, ações de mitigação, solução e eventual melhoria para termos também o senso de dono em constante evolução entre todos.

Ambiente de Trabalho Positivo: Cultivar um ambiente de trabalho onde a colaboração e o apoio mútuo são incentivados, fazendo com que todos se sintam parte de uma equipe unida.

Many a times IT SUPPORT do not get the right perspective of the valuations in the mind of management as well Board members. There is nothing wrong in this since IT itself is not understood other than services facilities provider to run the business , help make efficiently to run to make profit. Head of IT needs to convert the some of the IT support incidences in the dollar value and projected as savings for the organizations and presented regularly to the board and circulate to internal Magzine’s to increase the visibility for support contributions in business.

A very important and critical aspect to this is understanding the root of this feeling. Often team leaders and managers play a big role in exacerbating this motivational issue in their teams. A very big quick win here is enablement! They've been hired with a trust that they are competent and of high caliber. So enabling your team and giving them space and time to innovate while recognizing their work is tantamount to a big success towards remotivating them. Bottom line, it is you, the team leader/manager, who needs proper training to deal with highly technical people.

Many times I have found that when people feel undervalued that there may be a mismatch of understanding in what the goals and outcomes are. The IT team may find that they think they are meeting a great outcome however that is not the goal that the customers or Senior Leadership wants therefore they are not getting acknowledge as they would like. Ensuring this alignment between the team and business objectives is critical to helping.