Something completely different : need input

[Fubarian]

This might be long winded, so bear with me.

I'm an IT manager with very little ...wiggle room shall we say? Tech is not the "world" of this org I work in. Not a big deal, but take that into account later. Also, I only have a few staff members (ok, 2). Today I was pulled into a meeting of sorts and basically told -- people don't like me, nor my staff. To quote some of the comments :

(He) is difficult to deal with
I avoid them whenever possible
I cannot talk to [them], they are unapproachable
They don't want to help me

Now, ignoring the fact not one person has come into my office and said "I really wish you guys would do ______", this is the first time I've heard of this. Granted, I know we have a few problem employees, but this was explained to me that all but 1 upper mgt staff member felt this way. I was surprised to say the least.

So now I'm left with "what next?". I see this as a multi-level problem that has to be addressed ...more or less all at the same time.
1. Staff needs to tell me when my staff is doing wrong/bad/...good?
2. We need to be more visible -- less remote, more physical help.
3. We need a way to measure this and if possible, get direct feedback
4. I need an "incentive" program of sorts to motivate/reward my staff for meeting goals (that of which I have yet to outline)

I would like the inputs of anyone/everyone because the level of tech in this org is greatly varies with most uppers having the lower end of that spectrum (ok, basement). So lay it on me, I want to hear it all.

[BOB IROC]

First of all let me say I feel your pain. Yes, it is true that tech staff are sometimes viewed as the bottom of the barrell. I say this because my office is too, in the basement. I find that people that do not understand technology or how to use it come out and attack it and the people who support it. This in turn makes them dislike the tech team.

I work in a High School district with Teachers and secretarial staff that know very little about technology. Most of our secretarial staff cannot comprehend the basics of Microsoft Office or even simple everyday tasks like managing their data files. They expect the technology staff to hold their hand at any given moment and show them how to use their software over and over. The problem is that there are 15 of us (in 3 big High Schools with over 10,000 students and 100's of teachers and staff members) and we cannot sit with anyone person for hours at a time if we are expected to support the 1000's of computers, servers, printers, wireless devices, web pages, phone system, etc... But if we don't coddle them they cry to their boss and bitch amonst themselves and say technology never works, they are not helpful, or they are never around. I try to live by the "Help Me, Help You" attitude. I do not mind showing people ways to do their job effectively with technology, but I am not going to show them the same procedure over and over.

To make matters worse out of the 15 tech team members about 9 - 10 of them have no background in technology other than this job. Many were former librarians or teachers aides that simply got the job in technology because they applied for it. So on top of showing teachers and staff what to do over and over the few members of the team that have a clue have to show the other tech members over and over. Its like a domino effect that never ends.

I wish you luck in your venture to get appropriate feeback from your users so you can make it a better place to work for all.

[rgharper]

I can identify with your position - I'm the big-gun server and network guy in our four-man IT department at a hospital. Our users would rather stick themselves with a used needle than become technologically competent and we need to support them anyway. Even when they're sure it's not their fault.

Anway, these are some things I'd consider doing:

1) Do a survey - anonymously. Ask your customers (probably manager-level or supervisor-level at first, otherwise you'll be overwhelmed by responses) to rate your department (one to five scale, or one to ten scale, or whatever; with room for comments) on at least the following items:

- Do we deliver what we promise?
- Do we deliver when we promise?
- Do you believe we effectively handle your problems?
- Do you trust us to advocate your IT needs?
- Do we deliver friendly, skill-accurate advice and assistance?

Yeah, the last two are warm-n-fuzzy but that's for a reason. I personally tend to be a bit "cold" when in a direct-support role and some folks take that the wrong way. I suspect I'm not the only tech that seems that way, for some odd reason.

We did a similar survey to this earlier in the year where I work and it pointed out some things we needed to hear but weren't listening to.

Second, you need to re-orient your department from the top down. The folks you serve should be referred to as customers - because they are. If your department isn't serving them in that way you're likely to find out it isn't your department any more. Probably in a brisk manner.

Third, establish a set of "Service Standards" like:

- Welcome warmly
- Listen attentively
- Repeat the problem back to ensure you both understand it
- Respond immediately, even if the response is "I need to look into that."
- Show them the way to resolve the issue or prevent it, as appropriate
- Seek feedback on your efforts
- Ask "Can I do anything else for you?"

Search the 'net for similar lists and try to pare it down to no more than six to eight core values. Too many of them will frustrate the staff because they won't be able to remember them all. Post lists of these core values in your work areas. Find ways to promote these values - perhaps make it a competition where anyone can email or write you when an employee has, in their opinion, exceeded these expectations and then reward these cases with a small gift and/or written recognition.

Finally, re-visit your surveys in three to six months. Use the exact same survey you used before so you can clearly measure improvements and identify areas you need to work on more.

Consider outreach programs - for example, if you have a training area with equipment that can be used, hold computer classes on both work-related and non-work related topics. Basic stuff like "This is a mouse, this is a right-click" as well as stuff that relates to your technology usage at work.

Personally, I do a 'newsletter' monthly or so highlighting issues like why we don't install 'free' games on work computers and why doing so at home is probably a bad idea, talking about spyware and adware, phishing scams, and so on. Make it apply not only to work but to home as well so your customers feel like you're looking out for their best interests even when there's no direct benefit for you do to so.

Just a few thoughts off the top of my head ...

[FatalException0E]

A lot of it is in the way you talk to people. When someone calls in with a problem, try to fit in a "How are you today" or something. Don't just be a machine that walks around and fixes stuff. Be a coworker. The people you're talking to may be total dimwits when it comes to technology, but remember that they're probably good at whatever they do. They probably wouldn't be there otherwise. OK, yes there are exceptions but usually businesses try to hire people who know how to do the job. Keeping that in mind will keep you treating coworkers with respect. Your attitude shows through. If you think someone is a moron, they'll know you think they're a moron whether you say so or not.

Main point: Be friendly, even when everyone is cr@pping on you. Eventually you'll fix it and smile, and they'll feel like jerks for being so rude to you.
"When your enemy is hungry, feed him.When he is thirsty, give him water. When he is cold, give him your cloak. In doing this you will heap burning coals upon his head." -a bible verse I don't completely recall at the moment, but one I liked I need to look it up.

[Green_Eyed]

I see a couple of different things going on.

1. Upper management either want to control you and don't have the line of authority; OR the organizational structure leaves you (the manager) with no one in your corner to explain to upper management that the IT department is constantly juggling mulitple priorities. This creates friction across the organization. When our customers have a problem, to them it is always an emergency and we should respond to the desperation in their voice. When the reality of the situation may be that there is a server, a service, a something that is impacting the entire organization and their onezy-twozy problems necessarily must go on the back burner.

2. Technicians (by their very nature) are more logical and structured. Not knowing your industry, it sounds as if the people in your company may be of a more collegiate nature. In other words, they want the "hi, how ya doing? How's the family?" kind of interaction. Your techs, on the other hand, are there to do a job, get it done and move on to the next thing. You have to some how come to a meeting of the minds over this. Creating an environment where your techs suffer through that interaction without grumbling would be good.

Now, for what to do:
Yes, the users are our customers is a good approach. But that's not the end of it. You also need to emphasize to the rest of the organization that when there is a problem, a technical question or malady that must be remedied, they need to call and report it, don't wait because they don't want to interact. Also, it doesn't hurt for them to check their attitude at the door as well. Calling up screaming about something and expecting immediate results does not engender good will and a sense of urgency on the part of the technician. That will be the tough part.

Do you have a sense of what these problems were? It could be that they are causing their own problems and the techs have done what they can for them. Or perhaps the techs don't like to train the users and the users sense that? Maybe they are intimidated by the upper management.

You also need to discuss this with your staff and get their take on the situation. Both sides of the story is paramount is resolving problems. Make sure you address the problem and not the person.

Good luck to you.

[El_Squid]

I think all IT folks can realte to your pain. We have found that unclear, or poorly defined, goals and projects tend to leave management with the impression their IT departments are hsiftless bums who don't get anything done. That, and IT personnel have a bad reputation for being social misfits and poor communicators. Work well with machines, but cannot deal with people.

1) Remind your folks that IT is a Service oriented occupation and the "users" are really your customers, as was pointed out before. So, quit calling them "users" and call them clients, or customers, and treat them as such.

2) Institute a request system for all IT work. Easy to create a small database to track your requests. Have each department submit their own requests, approved by the department head, or their designee, with a priority rating. Have a system for the department head to sign off and officially "close" a project, to give it some closure.

This will serve to show your management the volume of work you are doing, the tyoe of work you are doing and who is generating the most work. Be sure and keep good notes with each request, such as any emails, or communications with the requestor, to show proactive communication. Do not work on more than one request at time for a given department, to make sure they close the old one before opening a new one. Handle Emergencies as top priorities and be sure to identify those, to keep everything from ecoming an Emergency.

3) Suggest to your management that your personnel might benefit from communications/customer relations work shops. See if they are willing to put some money where their mouth is.

4) Have a comments/review section with the request system, where the requestors can comment on improvements, complaints and suggestions.

5) Make customer service part of your employee's Peformance Review criteria. Set down some definite goals, such as no more than X complaints per review period, etc.

6) I'll shut up now. Good luck.

[NooNoo]

IT as a customer service is the way to go... but it must be signed up to by everyone from the TOP down.

Who represents the IT department at strategic meetings?
Who represents the IT department at operations meetings?

Who makes sure you understand what the company needs from their IT and whether their wants and need actually coincide to fulfill the company strategy? OK, the last bit sounded like management BS... but it ain't!

If you have a situation where you are told that the company wants "xyz" software installed by next week, when xyz software doesn't meet their needs (let alone their wants) is the IT dept blamed?

You need to try all the suggestions in the above posts, but with the blessing of the TOP (wo)man in your company. Explain to him/her your strategy for turning this around, explain to him/her that it will only work if you are aware of the company business goals and are included in discussions about how best to support them.

Budget is always a sore subject... you may need to provide cost/benefit analyses for things you have been asked to do where you are unaware of what business goal or need this particular thing.

You need to stop thinking about the myriad of jobs given to you by users and start thinking about your department as a business within the business - the IT department touches everyone within the business and often touches those who interact with the business as well.

Strategies could include:
Identify those customers of yours that would benefit from further training.
Review the current projects and ensure you know why the project exists
Create a service level agreement that is enforced from the top down... including the IT department.

Goals could include
Acquire budget for customer service training for you and your staff.
Provide monthly face to face sessions with department heads and/or staff to allow your customers to discuss their wants and needs.... note you need the SLA in force so that when they ask for their favourite game to be available you can ask them to take it up with the line management to request a change in the SLA...

At the end of the day, IT is there to support the business, but the business must understand the limitations it imposes on IT by way of budget, assets and security requirements (or more usually the lack of them).

Yes this means a shedload more paperwork for you - reports, presentations and the like, and it means you need to change attitudes which sound like they are ingrained.. a long uphill struggle which can only be achieved with support from the top.

I wish you luck and a 40 hour day so you can get it all done!

[DonJ]

(He) is difficult to deal with
I avoid them whenever possible
I cannot talk to [them], they are unapproachable
They don't want to help me

These should definitely set off some flags. They never seem to question your capabilities; only your people skills. These can be worked on.

There are a lot of good comments above but the one about "the users are your customers" really fits the bill. You need customers who need you. You and your people must become good listeners. Listening to the customer can be one of the hardest things to do. Plus, you can only believe about 10% of what they actually tell you. Most users only know whenthey hit the ENTER key and nothing happens; that's a hardware problem.

On a side note, some people will like to sit and talk about other things like the weather or the latest ball game or whatever. Others won't want to talk about anything but their problem. And I must admit, I fall into that second category. I probably don't want to hear about your gall bladder surgery.