Get to know Stable Team, a framework consisting of 15 best practices for managing IT teams to help reduce turnover and retain talented professionals
Did you know that nearly 69% of turnover in technology is voluntary? This means that currently one of the leaders’ biggest challenges is engaging and motivating professionals. But, with the commitment of always delivering more innovation in less time, team management, most of the times, ends up in the background.
With that in mind, Datum’s executive vice-president, Carine Bruxel, developed the Stable Team, a framework with 15 best practices for managing IT teams, with the goal of contributing to talent retention. Find out how it works!
IT squads management
The Stable Team framework came from an 11 years of experience in people management, the practical training of more than 2,000 leaders and four international immersions (two in Sillicon Valley, one in Finland and one in Canada)
“One of the main topics addressed by the Stable Team framework is the importante of challenging tech professionals. Challenging them dayli is essential to keeping them satisfyed. At Datum, we know that retaining talents is important for the development and growth of our activities and for the evolution of our professionals. That is why we are putting Stable Team into practice and I’m sure it will be a model to be followed by the market”, says Carine.
Check out some of the Stable Team topics
- Connection
Before connecting the professional to the business there must be a connection between people – in this case, with the leadership. As social beings, nothing replaces the eye to eye, the smiles, knowing who that new collaborator is, their likings, their habits, dreams and how they live. Initiating a work relationship by talking about the company takes center role away from people. Putting people first is about human-to-human connection.
- Knowing the company
After the connections, we need to present the “land”. When joining a company, the new employee has almost no information about the business. Many leaders try to explain to the professionals their new roles while they still don’t know the culture, who they are going to work with, the organization of the business structure, who are the clients or when the company was founded. Presenting the company creates a sense of belonging, demonstrates care, and engages.
- Aligning expectations
It may seem simple, but when we welcome someone to the team, we need to make our expectations clear. Otherwise, these expectations will be frustrated. I always say that a leader who doesn’t have time to elaborate a job description won’t have time to lead. Without aligning expectations there are no agreements and the relationship becomes incoherent, because at every new priority the expectation changes and no one will ever be good enough.
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