Here's how you can assemble a dependable and proficient team for your IT services business.

Accurate requirements: You must set short-term, long-term goals and a road map with a schedule to achieve the Financial, Business and Transformational Goals. Set key criteria to gauze the Value generated at the end of each stage of Project. Chose Best alternative to achieve the Goal: Evaluate all possible alternatives to implement the Plan. Prioritize the critical to achieve requirements and method to achieve the same. Focus on possible value generation rather than just technological advancements. Onboarding of Right Team and resources: Check for availability of funds, escalations in future, business dynamics and changes. Lastly create Team Charter of SME from all Domains who are required to achieve the Goals.

Assess your IT business needs and identify essential skills. Create job descriptions that attract candidates with both technical and soft skills for effective teamwork and problem-solving.

Before beginning to craft job posts, posting these and conducting interviews, it is always beneficial, to take a step back assess your current team structure, responsibilities and needs and identify clear requirements in short, medium and long-term. It is only, when you have identified exactly what you need at which times, that you are able to proceed in hiring and finding the right fit. Too often, wrong and quick hires are made to solve a burning problem. Oftentimes, quick hires, result in wrong hires, as the needs and specifications for the role have not been identified prior in enough depth.

Foster a positive and inclusive culture to retain top IT talent. Seek diverse team members who align with your values. Encourage continuous learning to stay updated and invested in the company's success.

The best way to cultivate culture in an organization is for it to be alive. Having teams where part of them are Seniors and Juniors, we foster a culture of mentoring and many times juniors are that spark that promotes continuous learning, in addition to offering fresh ideas.

In my experience, transparency and clarity are company culture characteristics that must be emphasis as it enforces same behaviors from team mates. What we do, were we go (with various time horizon) allows all to endorse proactivity and creativity towards the goals. As well, transparency and trust permits all to contribute and to seek for help without doubts/fears. At team member level, recognize their strengths and build on them, whether this is hard skills or soft skills. Query wishes, propose and create perspectives inline with multi-term company goals.

Gerade bei Serviceteams kommt es neben den fachlichen Skills besonders auf die Kundenorientierung an egal, ob es interne oder externe Kunden sind. Diese "spezielle" Kultur gilt es zu f?rdern. Das Verst?ndnis für ein Miteinander. Dazu braucht es eine klare Sicht auf die Bedürfnisse/Ausgangssituation der Kunden in Punkto Probleml?sung und auch in der guten Kommunikation zum Kunden. Der offene Dialog ist ein wesentlicher Bestandteil der Kundenzufriedenheit auch wenn sich nicht jedes Problem sofort l?sen l?sst.

Go with your intuition. Hire smart not because you need to fill a spot. It will cost you more with overtime, training and might even have to hire someone that literally costs you more p/h or p/y. Take care of those you already have and get rid of the ones that are toxic to the culture you are trying to create immediately

Use practical assessments to evaluate candidates' real-world skills and check references for insights into their work ethic and team fit.

This is a really important point, if you are looking to hire the best, don't do the classic technical tests, make an effort and present cases, situations, etc. They could be cases that were real situations in the company and this is how they see how the candidate faces the problem, perhaps they will be surprised that they have a different perspective and that if they had been part of the team that incident would have been mitigated faster or would have never happened.

Erg?nzend w?re die Kunden- und Serviceorientierung ein Prüfkriterium. Das richtige Bewu?tsein sowie grundlegende Kommunikationsskills dürfen trotz allen technischen Skills nicht untersch?tzt werden. In Zeiten des heutigen Fachkr?ftemangels kann manches aber auch gut sp?ter im Unternehmen vermittelt und gelernt werden, wenn die Person grunds?tzlich passt. Mut zur Lücke hilft.

In my experience, the two vertical (expertise on a domain/technology) and horizontal (technologies evolutions and disruptions) have to be addressed. This means that 3+ actors have to be engaged in the process on the top of the team mates: technology officers/company architects, HR training manager, and team managers. This permits to provide guidance on topics and enough rooms for the team to be trained.

Encourage Team Members to spend time in continuous learning & getting certifications & becoming star performers. Instill in them the confidence to rise up to the situation & take charge. Train them to go beyond. Create leaders. This will give them confidence & increase productivity & job satisfaction.

Implement internal mini hackathons with different teams, they test what we already know and what we need to learn. And in that same space, hire experts to give specific sessions so that the entire team learns and solves the challenges of the hackathon. The best way to continually learn is action.

Continuous learning and training is crucial to having a consistent and high performing team. Offering and allowing your team members to take the team to fine tune their skills and expand on existent knowledge is key to achieving and attaining high performance in th long-term. In addition, it is vital that not only your team is continuously learning, evolving and gaining new knowledge, but in addition that you as a team leader are continuously learning and expanding your knowledge in your area of expertise and beyond.

The best way to promote teamwork is communication. And very little is done in organizations about it. Having a Team Coach who is an expert in soft skills as a partner or part of the team will make that difference to encourage teamwork, feedback sessions, mini sessions for the development of some skill will empower the team.

In order to achieve excellence, using your team members as a resource, working collaboratively and using each others skills, moving together like clockwork is essential. No individual can do everything perfectly, but when a team comes together, works collaboratively and uses their expertises in a joint force, they can truly achieve greatness.

Foster open communication and knowledge-sharing among team members to promote collaboration. Utilize regular meetings and collaborative tools for better teamwork and project alignment. This approach enhances project outcomes and strengthens team cohesion.

I am a lead by example type of leader. I am not afraid to get dirty and work with you sbs. Training is constant and ongoing for all of us no matter our title, how long we’ve been working (In Gerenal or working within the company). When you start thinking you know everything, or can’t improve yourself or your efficiency, then you’re not going to move forward and be successful, or not as successful as you could be if you and all your coworkers above and below you all believed in challenging yourself daily.

I do believe that team is performing when what they are doing/producing makes sense. When path and goal does exist and are consistent. Literally, the leader should demonstrates this. Not only the goal, but as well the journey. Journey however, is this the leader beeing the first one an the teams following... let think about WW2 generals... definitively not. All the science of the manager for becoming the leader are, when path & goal are defined, all the soft skills to engage. And manager to remember that he is the trained. Not the team. Who then has to adapt his behaviour? Guess.

Management of the performance of team members majorly depends on the leader. Proper task distribution, the following titration of the assigned tasks as required regarding the company’s vision and strategy is the responsibility of the leader. Therefore the scaling of the performance and the collected feedback should be kind of road signs to follow for a wise leader.

I agree with this. If you have followed identified needs; ie, IT, time off, retraining, needing more spatulas etc. If you have created a culture; positive, friendly, diverse environment with clear expectations, goals and gotten rid of toxic employees and behaviors. If you have identified gaps in training or even just added more training to increase performance or simply develop your employees by having a great work ethic, it will motivate people to invest more of themselves into the company because they will literally enjoy working there and WANT to perform at a higher level and standard. decreasing your turnover and make you job easier to manage and refocus for yourself to allow yourself to learn, grow and collaborate on a higher level!