Your IT Operations Management team is struggling to retain employees. What can you do to keep them engaged?

Fostering a culture of engagement within our IT Operations Management (ITOM) team is crucial for driving innovation and achieving success. To empower our team: Regular Appreciation: We recognize and celebrate achievements frequently to boost morale and motivation. Inclusive Decision-Making: We involve team members in key decisions to foster a sense of ownership and commitment. Support Growth: We provide opportunities for learning and development to enhance skills and career progression. Positive Environment: We cultivate a workplace where trust, respect, and collaboration thrive. Celebrate Successes: We acknowledge and celebrate milestones and accomplishments to reinforce teamwork and camaraderie.

To keep IT Operations Management team members happy and engaged, focus on making them feel like they belong and that their work matters to the company. Involve them in important decisions and show them how their efforts contribute to the big picture. Keep communication open and honest to build trust among team members. Also, help them grow by offering training opportunities and recognizing their hard work. Be flexible with schedules and show appreciation for their achievements regularly. By doing these things, we might create a positive work environment where team members want to stay and grow.

First of all we need to understand why we have landed into this situations. We are always looking for problem but we need to see the solution not problem. Generally we are taking about IT to IT and due to that not able to stop this kind of situations. We need to start thinking IT vs Business and for this we should have enough understanding the nature of work. Make team accountable and support like family not like team.

Vision is important but I think feeling and belonging are much more important. Does the individual feel part of the team, does the team feel part of the department and does the department feel part of the company. ITOM functions can feel divorced from the reason the business exists, teams talk about internal customers rather than the people the business serves as their reason for being. It’s important to remain routed in what the business does. Get out of the office and walking round the business, spending a day working on the shop floor, engaging in the culture and building strong bridges between the business purpose and the teams function and the individual contribution.

Below points will help in retaining the team members in IT/Compliance team. Connect with the team for understanding their expectations. Allow the team members to participate of the IT Solutioning and implementation strategy. Fulfill their training and certification requirements. Allow them flexibility in remote working meeting both organisation and individual requirements. Also, encourage strongly on rewards and recognition to the team members on their achievements.

Daily checkpoints are very good to talk with the team. It is always a good practice to communicate updates, ask for needs, follow up on tasks. The Team will feel they are considered, participate and get appreciated by their job.

Now a days technology is moving so quickly that every one needs change after 2 to 3 years for their career advancement. So it is very important to provide the training and development opportunities every now and then. And rather then hiring new talent from outside for new project one should give chance within the team to learn the new technologies that is needed and provide them with movement.

Especially within the operational areas, the motivation after a long period can go down with the staff. As they have mainly seen everything there, of course they need a new challenge or task in their job life. I used to start IT when the Head of Engineering also took care for the Administrators and Supporters. With this, you can develop all of them starting with assigning smaller projects to see if they can cope. You should also listen what their career path would look like and you have to support them, even if they want to move outside your area of responsibility. Committed staff to keep in other places is better for the company than losing them just because you as a manager think narrow minded not outside your little box.

Build a culture based on trust, transparency, psychological safety and respect. Value feedback and encourage input and constructive debate. Celebrate success Foster and support innovative thinking and continuous learning - provide opportunities for professional and personal development Lead by example

Automating repetitive tasks will decrease burnout, increase confidence by learning new skills, and give them a sense of accomplishment to take on more challenging assignments

Celebrate both big wins and small victories. Acknowledge individuals publicly and privately for their contributions. Consider rewards beyond monetary incentives, such as extra time off or personalized gifts, to make recognition meaningful and memorable.

Another form of team work is competition, but do not always make it a case of who can do more, as employees sometimes can feel that this is just a back-door way to try to get more out of them. Instead mix things up, and create opportunities where the competition is a in opposition rather towards the same goal. One activity I found very enlightening was splitting the team in two, and assigning one the task of “How would you break into these systems” and the other having to see how quickly they can detect and prevent it. Not only does it create creative opportunities and teamwork, it also gives you a friendly way to test your systems.

As well as balancing the workload, make sure that the work being assigned is does not become too repetitive. Sometimes burnout does not come from the amount of work involved, but that it no longer provides a mental stimulation to the employee. Nobody wants to become a simple cog in the engine, doing the same thing day in and day out. Mix it up a bit, and make sure people get the opportunity to do additional and different tasks in order to keep active and engaged.

Instituting a "digital detox" policy during less critical periods can significantly benefit employee well-being. Encouraging hobbies or activities outside of work helps maintain a healthy work-life balance. Regular check-ins about workload and mental health can create a supportive environment that values employee wellness as much as productivity.

Monitor workloads to prevent burnout and stress. Encourage breaks and vacations to recharge. Offer flexible scheduling or remote work options to accommodate personal responsibilities. Provide access to resources for mental health support and encourage a healthy work-life balance.

I assume everyone can go on drifting for a short period of time, but in order to retain talents in-house, a purpose is needed. A reason, a why, a common beleief, whatever you want to call it - make it simple and sharp. Not only our curiosity requires it, but we need also a direction & goals we're pursuing. This is not only to have a sense of direction, but for a far more basic reason; simply to stay focused on what is relative and what matters, and equally to know what to avoid and what doesn't matter. Some people call this staying efficient and effective. Additionally, it is great to share the journey with some cool people. Creating a dynamic team, treating them fairly, fair compensation & growth opportunities...that is pretty much it.

> Solicit regular feedback from team members about their job satisfaction and any areas for improvement. > Foster a culture of continuous improvement by implementing suggestions from employees and empowering them to take ownership of their work. > Offer opportunities for advancement within the team or the organization, providing clear pathways for career growth. > Foster a sense of belonging by promoting diversity, equity, and inclusion initiatives within the team and the wider organization. > Lead with empathy and understanding, recognizing that each team member has their own unique motivations and challenges.

A crucial aspect often overlooked in ITOM is the emotional intelligence of leadership. Leaders who are empathetic, understand their team's individual and collective challenges, and can navigate through changes with a human touch significantly contribute to a more engaged and resilient team. Fostering an environment where employees feel understood and supported in their professional and personal growth can make a significant difference in retention and satisfaction.