What do you do if your IT outsourcing team is struggling with employee morale?

1. Leadership responsibility to create the culture and the environment for the team to enjoy and work Ex: Create Fun committees in the office location to have periodic fun activities 2. Make them realize how their work impact the Client business in turn help our business 3. Show the Career Road Map for every individual so that they know what they have to do to move to the next level

Enhancing employee morale is vital, especially when managing remote outsourcing teams. Here are key strategies I applied: Foster unity: Include outsourcing teams in meetings to share achievements and challenges, recognizing successes and addressing concerns. Share goals: Clearly communicate organizational objectives, emphasizing the significance of outsourcing teams' contributions. Exchange programs: Establish opportunities for cross-team collaboration to foster understanding and cultural exchange. Development opportunities: Provide training for professional growth, encouraging continuous learning. These strategies promote collaboration, engagement, and a sense of belonging among outsourcing teams, driving better outcomes.

Dealing with low morale in an IT outsourcing team can be challenging but there are several steps you can take to address the issue: 1. Open Communication -Encourage open and Honest Communication , the biggest barrier is the communication and the forum to express it. 2. Recognize the contributions and Reward, this will definitely boost the morale. 3. Seek Feedback - Get feedback from Team and their expectations. 4. Address the concerns : This is the underlying issue, If there is a communication channel in place, seeking periodic feedback and address the concerns diligently and promptly , the team morale can be achieved.

I have been doing post M&A separations / transitions for 20 + years now and there is always an element of outsourced functions that form part of the successful outcome. Here are some pointers from my experience: Select an outsourcing partner that has aligned values and aligned interests. Notwithstanding how well an agreement may be negotiated, without that clear alignment in place then it will become a 'square peg into a round hole' set of challenges It is a time of anxiety for transferring staff, some will go with the transaction and some wont. Clear, constant and consistent communication will help ease the anxiety Focus on value, what benefits can be released to stakeholders and to staff and methods for accelerating that release

Crie metas atingíveis porém que requeiram algum esforço. Reconheça e, principalmente, celebre os atingimentos. Faça de forma que estas metas estejam atreladas aos objetivos estratégicos da companhia. Deixe claro esta relação. Com isto você construirá as seguintes sensações: 1 - Realização pessoal. 2 - Momentos de alegria. 3 - Pertencimento a algo maior, ao todo.

Many times, clients may privately acknowledge the good work done by one or more members of an IT outsourcing team but don't give it in writing. As a manager, I always tried to convince the client to formalize their appreciation, so that the team member(s) could use it for their appraisal discussion. Such "official" recognition contributes greatly towards ensuring team loyalty and motivation

Everyone feels good when they are recognised or acknowledged by others. In my company, we do this in multiple ways. 1. We have a company communication channel which every employee is a part of. The line manager will mention a contributor's achievement in this channel and it is congratulated by all. 2. In the same channel, our CEO will also wish everyone a happy birthday or work anniversary. There are hundreds of us so he must have a great memory! 3. We have regular companywide meetings where achievements are celebrated. 4. We recognise everyone has their own individuality. Some people may seek mental health resources whilst others may seek fitness classes. We give every employee an allowance so they can spend it on what matters for them.

Recognition for hard work, accomplishments, and advancements, whether on an individual or group level, goes a long way. Various methods like feedback, commendations, bonuses, tokens of appreciation, or certificates can be employed to demonstrate the team's importance. This not only boosts motivation, fostering improved performance and skill development, but it also instills a sense of ownership in their responsibilities. Recognition and rewards contribute to heightened satisfaction, loyalty, and retention among your IT outsourcing team.

In every team the work needs to be recognised so one needs to have pat on back award every months and quarterly the best performance team member award. You should jell out with the team very well and work as a team. In this way every team members puts his best effort and even can ask for any help or guidance as you have open team cluture

Its hard sometimes for remote teams to see the value of their work. - Think how you can translate their work into business impact. Does not need to be a huge metric/numbers but more about ensuring each team has a clear 'potential business impact' charter. - Create townhall or open discussion forums with your customer speaking to remote teams and acknowledge the value of work being done. From our previous experiences, this also helps customers identify the remote offshore team as an extension to their teams.

É fundamental que a equipe se desafie, aprenda. Proporcionar treinamentos, cursos etc é fundamental, mas o principal é fazer isto de forma que seja tangível para o profissional cursar, absorver, e aplicar. Deve ser algo a agregar e não algo que cause acúmulo de atividades.

The pace of technological growth has been exponential. It is important for all technologists to have the desire to learn the latest tech stacks to keep pace. Finding a replacement costs more than keeping someone. One of the top reasons why an employee wants to leave is because they feel a lack of growth. This can be remedied by identifying what support they need. For example, it could be a particular training program or accredited certification. If training cost is a potential barrier for the employee, consider providing financial support and empower the employee. When they complete the program, they will be in a better position and ready for the next internal growth or promotional opportunity. Most of all, they will feel valued.

The company cannot grow by itself without its employees becoming better every day. First, make sure that you know where each team member wants to be in 1 year. Second, sit with them to set correct development goals which will help them reach their point of growth. Third, provide them with all necessary resources and support of mentors in order not to block their ambitions but instead facilitate their learning process.

La capacitación es nuevas habilidades siempre debe ir de la mano con escenarios es donde se puedan poner en práctica, y con ello elevar el nivel el de expertise del colaborador en la organización

In my experience we should constantly evaluate the best practices, ways of working to adapt to the changing environment , changing client expectations so that we are changing as required and keeping up with the market.

If you want to have the team that generates brilliant ideas, you definitely need to create an environment in which all team members can be heard. So even shy persons won’t be afraid to make their contribution. And never criticise the ideas of other, even though they may sound odd. Respect the thoughts of the team and you will be rewarded.

Few areas to consider: - Run retrospectives. Let them call out issues with process, morale or operational execution. Also they can chose what they would like to change/alter to solve these. - Always ask: 'what can I do to help?' . This changes the thought process from citing an issue to an ask about a solution they feel is needed and you support.

This is so important. Involving your vendors remote team in problem solving and ensuring that they are equipped with the adequate authority to decide solutions and communication strategies, can pay huge dividends to both vendor and client.

Very much required you shoul maintain very friendly and open culture with team members in the said project. In this way it becomes healthy environment and then every one tried to discuss the the problem with the leader and have healthy brain storming to overcome the said problem. This will also save last surprise and the delivery will be always delivered with in said target date set with the client.

Podría ser útil compartir ejemplos o casos de éxito donde la inclusión de equipos de externalización en estos procesos haya llevado a mejoras significativas en la ejecución de proyectos, la innovación o la satisfacción del cliente. Estos ejemplos concretos pueden servir como una poderosa demostración del valor de esta práctica, inspirando a otros líderes de TI a adoptar enfoques similares para el manejo de sus equipos externalizados.

I strongly believe that employee satisfaction is as important as client satisfaction. To create a positive work environment, key is to have open communication where employees feel comfortable to raise questions & voice opinions. Having informal coffee connect sessions, fun events etc bring out hidden talents, increases bonding & strengthens team spirit.

Always put humor in the situation. It is breaker in preassure and tough moments. Also team lunch helps. Need to have feeling when to stop pushing.

Team should feel protect in front of customer. This means leave the team free to take the decisions and help it to find the right ones, but on the other side to be present in front of the customer when it's required. This is the most difficult thing to obtain since too much of your presence will give the impression that you micromanage and too less will make the team feeling abandoned. Moreover assertiveness in front of client is one of the best (and more difficult) attitudes to adopt and possibly the most appreciated.

Employees give their best performance when they feel part of the organisation and are valued. Its not about payroll numbers but the culture that employees work in. The ultimate responsibility lies with the management to put this place. Treat people like people and you will get there best.

APSIDE est un employeur bienveillant, nous tentons toujours de trouver une solution convenant à toutes les parties. Je me souviens d'un cas où il y avait eu un geste inacceptable au sein d'une équipe, nous avons reçu toutes les personnes concernées pour finir par un "simple" avertissement et un changement de mission. Le fait de prendre le temps d'analyser la situation en détail a été apprécié de tous, y compris les personnes qui n'étaient pas concernées et craignaient une sanction d'un seul des deux protagonistes alors que les torts étaient partagés.

All these points are excellent, and i would like to contribute on the importance of sharing a common vision. Often, outsourced teams are given tasks without understanding the underlying purpose (“what” without “why”). This might be because they are seen as a separate service provider. In some cases where the outsourced team is onsite, they can feel disconnected from both the customer and their own company. It's crucial to treat the outsourced team as an extension of the customer's team, involving them equally in sharing and achieving common objectives.

First step to problem solving should be to run diagnostics. Understand the problem then apply appropriate actions to address accordingly and not apply the same actions or all recommend actions each time the issue arise. Note that the triggers are not fixed, may not happen all at the same time and may not have the same pattern each time. Knowing the factors that triggered the issue will help decision makers decide on appropriate actions to address the issue faster and better.  For issues related to third party employees,  joint actions need to be taken with the management team of the outsource company to understand if the issue needs to be addressed on either side or both sides.

Many times the root of conflicts, isolation and stress with outsourced team members has more to do with agreements made between the supplier leadership and the customer's leadership and the model of the contract, e.g. Managed Services, SOW or Time and Materials, ect. Personally, I favored T&M contracts and outsourced team members were treated the same as an employee team members within the company guidelines. It went a long way to ensure they were recognized for their efforts, they received additional training that they needed, and had the sense of belonging and support of the team and the leadership.

Never, never and again never blame members of your team in front of the customer. If there is a mistake, you are the boss, you take responsibility and you manage the issue.

Poor morale is a symptom. It's important to identify and understand the root causes through open, honest and empathetic dialogue as a team (not as manager and employees). Then develop corrective actions as a team, have measures and hold each other accountable. Review and revise plans and measure on a regular basis. Remember not everyone on the bus has its best interest never be afraid to let people off the bus.