Forum - June 2008

you don’t train them, and they stay? It’s not much wonder that about one-half of IT staff are looking for a new IT job with a new employer.^vThat’s because the average employer doesn’t understand what skills and responsibilities the IT professional’s job role requires, doesn’t know how to define a career path for them and isn’t supporting training or education, despite the fact that IT requires constant training and learning.

If this is the reality for most technology workers, why would anyone work in IT? Well, why do marathon runners run? Because they like it. IT professionals, despite what you may have heard, are not all in pursuit of the almighty dollar. Most IT professionals love technology. They are more loyal to it than to you, their employer, and they are looking for interesting challenges and the chance to grow.

Five Tips to Recruit, Retain IT Professionals (& Not Break the Bank)

1. Get to know IT job roles. “Geeks” come in all different flavors. Knowing what they do will help you define clear expectations and will help you understand why your great computer fix-it guy has no interest in helping you with your database development. Some resources to use for creating job role descriptions and performance expectations include the Comp TIA TechCareer Compass at http://tcc.comptia.org, O*Net at http://online.onetcenter.org and Dice, an IT-only job board, at www.dice.com.

2. Create a career development track. Like anyone, IT pros want to grow and to be engaged in meaningful work. Once

you understand the job roles and the skills required you are better prepared to develop individuals by managing them through subtle differences in responsibilities, e.g. the difference between administering, implementing and designing a system. Also, create a mentoring program and support their membership in organizations like IEEE, CompTIA, AITP, etc.

3. People or things? Know which track they are on. There are two main development tracks in IT — managing technology (engineering) or managing people (more traditional management role). There is a place for both kinds of techs in this world. You will increase their chances of success if you understand and work with them to build on their individual strengths along each of these lines.

4. Help them remain current and relevant by providing access to training options. Consider the value of certification to help individuals maintain currency and relevancy. Examples include Microsoft’s MCSE, Comp TIA’s Security+, or Cisco CCNA. Provide access to online reference and training resources such as SkillSoft Books 24x7 ( http://books24x7.com) and Kaplan IT ( http://www.kaplan.com/careeradvancement/computerit/). Consider signing an employment agreement in return for subsidizing a job-related degree. Also, non-degree programs at community colleges are an often overlooked resource. Community colleges are not just for college prep; many adult learners also attend.

5. Make sure IT has a place at the big table. Is your IT leadership on board with your three-year business planning strategy? Are they excited and have they bought into your vision? IT can be your biggest advocate or foe when it comes to transforming your business processes. Tell them what you want to do and why. If you don’t get them sold on the strategy, you are asking for resentments to build up. Also, IT “magic” requires a lot of research and testing. This is possibly the No. 1 aspect of the IT job that business managers do not understand. Employers must understand that IT professionals manage significant ambiguities every day. Acknowledge that you respect them for their work and ideas — and please remember to say, “thank you.”

i Hiring Hurdles: Robert Half Technology, 2008
ii Gauging the labor force effects of retiring baby-boomers: Arlene Dohm
http://www.bls.gov/opub/mlr/2000/07/art2full.pdf
iii Unleash the Business Potential of Your Technology Experts: Lake Forest Corporate
Education, 2006
iv Occupational Outlook Handbook (OOH), 2008-09 Edition: U.S. Department of
Labor, http://www.bls.gov/OCO/
v IT Pros: Maintaining Currency and Relevancy: Comp TIA, 2007