How to maintain motivation of a business support team?

Question

During my career, I noticed that developers working on new features tend to be more cheerful than those who are assigned to troubleshoot and fix bugs.

Good Tips for Keeping Your Business Support Happy? Business support organization in how the team morale was not hurt?

Answer 1

If we start with the assumption that the reason that developers of new features are happier is because they feel proactive or controlled, and troubleshooting responds and pushes users. One answer comes to mind:

Create a model for troubleshooters to fix to summarize from point fixes to broad, consistent fixes for a class of problems. This puts them in a situation with the creation of new code, even if it is not new functionality, and they begin to think about problems, as well as anticipate and avoid problems, rather than play in a bit of moth.

In fast-moving environments, it is also possible to turn people through job descriptions so that they follow their functions from new development to fix and reuse, and hopefully in version 2 of this function.

Answer 2

Our organization has significant support, and we have been hit hard by this problem. Motivation for support groups may decline exponentially during this time if you do not do it right.

The principles that worked for us were:

• Choose the right people. Some people happier do new things. Some people are actually much more suitable for steady immoral work. This means that you must have two teams: one for development and one for support. Developers only remain on the completed project until they pass on their knowledge to supporters.
• Choose the right leader. Good organization makes or breaks here. A good leader will help to establish good relations with users of the product and at the same time take care of his team.
• Rotate We try to support the support of people in the project for a period of less than two years, and then transfer them to something new. This helps maintain good morale and ensures that their skills do not rust.
• Communication with the client. Make sure the support team knows how valuable they are. Customers / users should visit the team from time to time, or the team should go to the site to meet the users face-to-face (a welcome lunch or dinner will also help).

Answer 3

I saw it too. There are several approaches that I can think of:

1. Give some insight into the selection process.

Not everyone has the same career aspirations. Although some people always die to work on the latest technology and complex projects, there are others who are happy with a stable work environment. Choosing a person with the right KSA (Knowledge, Skills, Attitude) always takes center stage in a good match with the person. In this case, you just need to pay more attention to the Attitude part.

2. Choose the right start

The team plays a key role in managing the team's motivation and morale. There should be an open and frank channel of communication with the leadership of the team and senior management. Ideally, a person from senior management should be appointed as the owner of the team in the official organizational structure. Team leaders should actively try to develop a team culture that is consistent with the nature of the team.

3. Awards

Off-course rewards are a key tool for managing motivational issues. Just make sure that the person receiving the remuneration understands that the nature of the work is also taken into account when deciding on the award. If this issue is not considered, it is likely that a person does not take this factor into account when perceiving internal capital.

Answer 4

Following Bell's suggestion, consider allowing new or junior developers to cut out their corrections teeth. Encourage them from service to functional groups based on their performance and capabilities.

Healthy competition is also a good motivator, but it should have a positive impact.