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By: Joseph Gendron June 4, 2002 There was a time, now a distant memory, when young IT professionals got out of college and carefully selected a company where they planned to stay for the long term - 5 to 10 years until that next big career move. In return, the company sincerely tried to offer security, training and long term career growth, contributing to positive attitudes and high work-place morale. During the boom economy, many scoffed at such an antiquated notion, bouncing from Project to Project for the huge salary increases and lucrative stock options offered by "Hot" new companies. How things changed, and fast!
 
Many IT professionals, after being bounced around from company to company, are now looking for an opportunity which offers a reasonable level of security with a company that will value them as an employee. Many remain skeptical and find it difficult to believe any company will value them; and in many cases, certainly not all, they may be right. To put things in perspective, IT professionals need to look at the recent history of the boom, a time when technologist were jumping ship on a project or to avoid the roll out support and documentation phase and instead moving on to the next highest bidder. Corporate management needs to look back and recognize those lay-off notices which came, in many cases perceived as knee jerk reaction to the companies share price, stick out in employees' minds. This may not be you or your company but I am sure you know some where the shoe fits. The result is an almost epidemic level of poor attitude and shaken confidence resulting in low morale. "Technical achievements are expected. If you can also be a positive contributor to attitude and morale, your boss, department, and company will benefit and personal rewards will result." Most economists believe the economic cycle is turning positive. The employee, company, project team attitude and morale often lag this positive outlook on the economy. A high degree of pessimism was created by recent market events. You can keep ahead of the curve by keeping things in their proper perspective. This is easier said than done. In the last couple of years there have been tens of thousands of bankruptcies and millions of people laid off. IT professionals' wages and IT Consultant rates declined. It's not hard to see why there may be some negativity in the air. Look at this time as an opportunity to be part of the solution and stand out in your company. Technical achievements are expected. If you can also be a positive contributor to attitude and morale, your boss, department, and company will benefit and personal rewards will result. Remember you will be judged by not only what you contribute, but by the success of the project you are working on. Team morale and attitude plays a huge part in the success of the project. Connect the dots. IT Project Managers, technical by nature, often fail to recognize that the morale of project employees is critical to success. The external factors discussed are affecting many employees. Your leadership skills must not only focus on the project but the attitude and morale of the project team. Don't go it alone. Ask for help. Let your boss know that although you are very confident in your ability to complete the project on time and within budget; you would like to strategize on building "esprit de corps" to maximize productivity and employee satisfaction. A good start to building morale is a system of rewards and recognition, as well as skill advancement through training. Seek to provide adequate time and resources. In technical environments, getting to know people and showing a sincere interest in what is happening in their life outside of work is very important. In general encourage open discourse and develop trust among the project team. Take a few minutes to gather suggestions and inquire as to how the team is feeling about the work, overall, during your project meetings. If problems come to surface consider it an opportunity for everyone to be involved in the solution, thereby solidifying the team. This action gives the sense that they have some control over their own destiny and brings back some of those positive feelings that may have been lost during the recent hard times. Try to do something every day that will make team members want to come to work. Consciously seek opportunities to identify and acknowledge some specific achievement or progress. Team members will be positive contributors and stay the course, if they are treated well and feel appreciated. Bottom Line: Consider team morale and attitude as important to project success as the technical make-up of the project team. If you do not, expect a sharp rise in turnover as the market generates opportunities for people to go elsewhere. Joseph Gendron is the President and CEO of Surrex Solutions
Corporation. He has been active in the IT consulting and staffing
industry for 20 years and is considered a leading knowledge source
in the field. |
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Attitude and Morale are Critical Factors to IT Project Success
