Don't Ignore the Problem

Managing the IT team's stress levels can be a significant burden for CIOs - but it is one they shirk at their peril. On occasion CIOs may even have to become a surrogate parent or career adviser to their young staff.

Most of today's CIOs fall into the baby boomer bracket and have a different approach to work and life from their generation X and generation Y employees. Where a boomer might have been prepared to tough it out when it came to stress - generation Xers are willing to dummy spit and may walk if their stress issues are not handled effectively. That said, PBL's McElwee points out that the prolonged down cycle of IT employment for the past four years has prompted a low staff turnover, which "indicates all workers, including generation Xers, will tolerate increased stress levels in tough times".

Teplitz warns this might not last if the good times roll again, with generation X workers - unencumbered by families and mortgages - leaving overly stressful positions to search for better lifestyle balance. However, as generation Xers mature - and add those encumbrances - they too may accept some measure of stress as the price of job security.

Generation Yers, meanwhile, appear to be a more phlegmatic, less flighty generation than gen Xers, but stress management is important for this group too.

Con Colovos, the CIO for fresh food supplier Moraitis, has over the course of his career had to counsel some of his young staff regarding stress issues. In one case a 19 year old came in to the business as a systems administrator. He worked hard and was punctual. Although his work was adequate it was rarely stellar and he was not able to communicate effectively with the users. Eventually a two-hour conversation with Colovos revealed he was a frustrated motor mechanic who had made the move to IT to appease his parents. Today he is a significantly happier apprentice mechanic.

In a previous job Colovos had to deal with the opposite problem: A young graduate, hugely capable and enthusiastic, was promoted quickly into an IT program manager's role. "In this role he worked side by side with me and during the first few months I monitored and worked with him almost daily," he says. "The more he moved into the role and taking on staff, project and management responsibilities he started to become more and more stressed. As time went on he started to get headaches, have days off and basically did not look well at all."

Colovos spoke with the young man at length and he admitted that he felt he was "in over his head" and very stressed. Colovos chose to once again work closely with the young man, effectively shadowing him for the next few months, until he felt more comfortable in the role, and knew when to look for help and support. It was time well spent - in more ways than one. Not only did the young man succeed in that role and go on to even bigger things, he took the mentoring experience with him. "Every once and awhile he calls me," Colovos says "and he talks about how as a result of that experience he takes the time to mentor staff whenever it's needed."

It is not always possible, however, to lavish that amount of time on your staff.

Fiona Rankin, CIO of Resimac, has learned to identify symptoms of stress such as heightened emotions, sudden tears or aggression, or even uncharacteristic silence, at which point, "you have to have the gentle talk". "It's not counselling but you get to the core problem," says Rankin. "It could be a personal problem or work." Knowing what the problem is, she can look for solutions.

"It's slightly different when you are heading to a major deliverable. If it's a strong team with strong dynamics then you can have a bit of fun together to fend off the stress. If the team is starting to come apart then you have to try and jolly them through it - then once it's through, give them time off in lieu. Reward them on delivery and make sure you acknowledge them publicly. Take them all out for a slap-up lunch."

Nevertheless, sometimes there is just no jollying people along. "I have had to manage people out," Rankin says. "I'm not sure there is a real formula. You try and be as human as you can but if they have their ladder up against the wrong tree . . . setting them a clear direction can help reduce stress too."

She admits when it comes to managing her own stress levels she has a lot to learn, and tries to combat its effects with yoga or taking massages. But "work does spill over into your free time".

Rankin warns though that for people who are prone to the effects of stress, changing workplace will not necessarily shed the problem. "Stress is a constant factor, particularly in the IT environment. I've worked in different environments, from EDS to here, and [stress] exists in all of them."

EDS of course is one of the biggest employers of IT personnel in Australia with 6500 IT staff on its books, mainly serving the needs of outsourcing clients. According to human resources manager David Jenkinson, stress management is something that workers should expect of their employer as a matter of course. "I believe IT workers in Australia have the choice to join a company that has programs to support and encourage their career development and support their personal circumstances. If they are not receiving that then they should join an organization that values people and backs that up with real, tangible programs as well as a leadership commitment," Jenkinson says.

McElwee agrees. "I do think that there has been a significant increase in awareness of and commitment to occupational health and safety in the workplace at all levels of organizations and the community. Most organizations have support programs in place and are actively monitoring employee health and workplace conditions. There is public recognition now for employers that strive to become employer of choice and managers who demonstrate the effectiveness of empathetic management styles."