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Organizational Practices of an IT Department?
fbg111 asks: "I've recently joined a company, a regional airline, with an IT department that has grown organically (ie in response to immediate, rapid-growth-driven need, rather than according to any organizational plan). In the past five years the company has come to rely on IT, specifically the web team, for about 3/4's of its revenue. However, this unstructured growth has caused some problems, like this one: the lack of defined career paths and clear promotion 'triggers' makes techs feel 'stuck' in dead-end situations, and we tend to lose good people who find more transparent advancement opportunities elsewhere. I've recently joined the new CIO's task force for putting together a plan that addresses the immediate problem of defining career advancement paths and payscales. Does Slashdot have any ideas on this subject?"
"I'm particularly interested in industry best practices that cover providing breadth and depth of experience and training, dual (or more) career tracks that allow techs to go the management route or the technical guru route, and aligning promotion triggers and career paths with IT department & corporate goals, and anything else relevant to the matter. Do any of you have anything in particular to recommend?"
Talk directly with each and every member of the IT staff, first as a group and then in private. Find out what they want. Find out what they expect. Collect all the data you can directly from them. Then discuss your findings with the CIO.
After you come up with a preliminary plan, again, discuss it with the staff. Get their input. Don't just come up with a plan and then implement it. Use all the feedback you can get, so that you create something that benefits everyone (potentially).
Cyric Zndovzny at your service.
There are plenty of compensation programs in the industry to copy. Find one that looks the most like your organization and copy it. Change whatever areas you feel don't suit your particular organization (how promotions are handled, vesting, etc.). Get a good HR professional in the discussion to avoid opening up a can of whoopass on your company by how you handle benefits.
"Rocky Rococo, at your cervix!"
If the IT department is really bringing in 3/4 of an airline's revenue, either IT or the airline are going to be spun off.
I hate to sound mercenary, but if you want your employees to feel valued and appreciated, say it with money. Other gestures can be very nice, but in the end most people come to realize that money is the only metric by which businesses measure value. If the IT department is as important to the revenue of the company as you say it is (which I find a little hard to believe, but let's assume you're right..) then the employees should share in the company's success.
In my experience people don't leave because someone hasn't defined a 'transparent career path', but rather because there is NO career path, because their efforts aren't recognised and rewarded, and because they smell the stench of collapse just around the corner.
Forget 'industry best practice'. Forget asking Slashdot. Try asking those concerned what really matters, then delivering on it.
You won't find the answer in the failures of others, chart a new path that is in some way true. If you can't, resign.
Recommendations... about IT people and career paths?
Given the trend of most companies to attempt to outsource IT, I'd suggest that. Outsource all of the web development because it is not the company's core business; they are after all a regional airline, not a web development shop. This co-source can support best practices and have a more defined career path.
That's right! Lay them all off. It also moves them from being an operating expense to a capital one. Human resources are costly.
Excuse me? Job protection? What is that? I have worked for so many companies that promote "technical people", usually engineers, into management paths that Do not want to be there, and Are not qualified to be there. So why would any web developer worth his weight in Javascript want to go from a creative hands on process to a managed hands off one?
Very few people in IT/IS these days expect employer loyalty. Allowing IT/IS people to somehow advance into management is about as rational as all geologists and accountants managing and designing all the software at the oil company I work at.
/\/\icro/\/\uncher
Design a new IT structure and convert over. Very harsh and un-popular but it is probably the only way. Large organically grown structures tend to have huge inertia.
With almost 100% certainty their are many positions where the skill set of the person have evolved to fit the position and vis-versa. No other individual has the skill set to fill the position and the individual in that position can't fill another position because of his/hers skill set is unique (read diverse and yet incomplete). Their direct managers refuse to give the individuals up because they fear for the worst, and the individuals don't have the right skill set mix to get out. Catch 22, and you have inertia.
That is called a COLA (Cost of Living Adjustment). But now the Indea migrations is starting to slow down, and some companies are getting american workers again. What the out sourcing did was this. It helped clear out the bottom feeders who just went into IT becuase of the Bouble, but didn't have many skills, Outsourcing basicly gave all the annoying jobs to other people for lesspay. Also it made Highschool guidance consulers nervice in recommending IT. So in the future the demmand for Good American IT will grow because no one is going into IT.
If something is so important that you feel the need to post it on the internet... It probably isn't that important.
What you said is what's leading to my question. How many companies are "good" with the IT dept. example valuing the employees, realizing the importance of IT etc compare to the bad IT shops? Since I'm a semi newbie, I only have one job to go on, my current job and I say its more negative than positive. My company sees the importance of IT in saying but doesn't do anything about it 'cause were just a cost burden to them and the uppers don't understand much about computers. Looking into my career future, I'm curious to know if the bad out numbers the good and if so what incentive is there to stay in this field?
Advancement doesn't really have to be attached in work -- it can be outside of work. I started my position as a systems administrator, and was promoted within a year to systems administrator II. The change in title was arbitrary, as I was doing the same work, however I had a few bonuses that were department specific. The biggest bonus for me, was a bigger and more flexible training budget for me. That means if I wanted to learn something and it was IT related (not job related), I had a budget I could use to do what I wanted. So we are a Windows only shop... I have chosen to learn Linux even though it has no bearing on my job.
:)
The rationale behind this is pretty simple -- a person gets complacent, and especially in IT, because they feel they are going to be outdated, or they aren't performing duties that will get them noticed in a future job. While your employer's job is to keep you working at THEIR company, they can't remove the possibility of you working somewhere else -- and the career 'path' at a company has to take this into consideration else there will be a lot of turnover in your IT department. Web programmers that are doing one thing, constantly and not being able to use and learn new technologies (because if it ain't broke, don't fix it) they won't feel the need to stay at that company, even though they are stellar at their jobs.
Bonuses are good too. Stock options, Christmas bonuses, paid holidays, and a big one that's often overlooked -- gym memberships -- are all very important. Little expenditures can reap huge rewards for an IT department because it keeps employees happy. As IT personnell, I have personally found working in environments that are laid back (let me wear a backwards hat, t shirt and shorts to work!) are the best. With hours being spent in front of the computer, they should be comfortable, and sitting in the best chairs, have the best keyboards and mice, nice monitors, etc. It's something that other departments SHOULD envy because let's face it -- if your company is relying on them to make the money, then your company is going to want to make them feel wanted. It works much the same for sales people in ANY field -- do your job well and you get more perks than you can imagine.
So if your company can offer title changes, personal training budgets, maybe some catered food once in a while, free tickets to see some ballteam playing, the best equipment, ergonomic chairs, etc... these small expenditures will go a long way to keeping the staff you have happy and working hard for YOU and not somebody else.
I should mention one piece of advice I learned from a friend that is a manager, and that is exceptional in his field and his employees love him. What he said is something like this:
"Your job as a manager for your employees is to assign them the work to do, see they do it satisfactorily, take the blame FOR them if they fuck up, and then tell them to stop fucking up in PRIVATE. And when time comes, you fight tooth and nail to get every penny you can out of the higher ups to make sure they get the best raises they can get."
There is no faster way to lose employees when if they make a single screwup, the world comes crashing down on them, believe me they are going to look to leave fast. It makes me regret leaving MY last job, because it's the situation I'm in right now. So on a side note... if anybody's looking for a Windows SysAdmin....
Good luck to you.
The price is always right if someone else is paying.
It's been my experience that this type of thing is simply a talking point. By organizing a committee/task force/other_buzzword, it gives the impression something is happening since all these wonderous ideas will get floated around a nice stack of papers in the form a report will end up on someone's desk and floating around by email. Unfortunately, 1/5 of the people who should read it won't because they have too many other things to be working on and of those 1/5 who do it will be very unlikely that someone in that bunch will do something or has the power to do something. All the while your CIO/high level manager can tell all other high level managers "We have a task force charged with reporting to us $XYZ analysis. Aren't I doing a good job".
If this were a high priority to your CIO, he/she would interview some key folks, including a few of you developer/admin types and then take action immediately instead of forming some bureaucratic committee who generates a report that gets debated on by management for months.
My 2cents at least. Sorry if I sound negative, but I just find committees to be an utter waste of everyone's time and really just a facade for the person who calls for it.
This question brings up the issue of managing one's career in IT versus just "going with the flow". It is true that good, talented IT workers will feel demoralized and demotivated when they perceive no upward mobility within an organization. It is also true, from an organizational view, that hiring out of short-term, knee-jerk reactions without a good, hard view on long-term goals will eventually cripple a company to a point where noone wants to work there anymore.
But there must be some initiative on the part of the IT worker to manage and plan his/her own career. If you feel like that the company/organization has no vision on why they should retain and give value to your position and function, you need to speak up and let them know that you bring not only short-term bandaid solutions, but long-term values to the organization. If they are not willing to listen and go to bat for you, you can either (a) create value within the context of the position, or (b) move on to another employer.
I am currently working at a higher-ed institution where there are some very good people on my team to whom I am informally a mentor. As much as I speak up for them to get training or experience to enhance their career, they have also come up to me on their own to indicate a willingness to expand their training and knowledge. It does take two to tango.
I think what he was getting at is that the CIO's main job is to provide "vision" to the company. Any "C" level worth their salt should already know what the department should look like. Pulling together a "task force" to address the issue is in my experience:
1) a smokescreen to make you believe they care and make you feel "empowered" so you do more work or not quit
2) The CIO is an idiot and looking for "vision" from subordinates
3) a "shiney thing" to distract you from something unpleasant on the horizon.
"C" levels set the tone for the organization, and there is very little that the guys/gals in the trenches can do to fix poor management. Keep your parachute handy at all times, and realize there is no such thing as a 20yr job anymore.
Pessimists.net - as if life wasn't depressing enough.
Quit representing yourselves as part of an IT dept. Quit thinking of yourselves as part of an IT dept. Start representing and thinking of yourselves as part of a Regional Airline.
The management above you, who fear and distrust IT due to their technical ignorance, smell the us vs. them that you put out (duh, of course you smell it from them too, the difference is that their smell is caused through ignorance and fear, yours is caused by disdain and a sense of geekish superiority {okay, _maybe_ your IT dept. doesn't do that, but 95% do.) You can choose to become business aware and conversant easier than they can become technically savvy and conversant.
And surprise, surprise, surprise! Therein lies career pathing. Business and technical savvy married in one person. Move up because you're trusted, not feared. Sure, some, maybe many will want to never leave the warm fuzzies of the technical garden they have planted and nurtured. But those paths just go in circles and curly-Qs.
They've got the money. Either get your own, start a revolution, or get them to WANT to give you more of theirs (cause it'll make more for them.)
P.S. 75% of the revenue may come THROUGH the IT dept. But not FROM the IT dept. That's a clear example of not thinking like part of the Business. Sorry.
"You, as an employee, owe the company little other than doing the work expected of you."
And when addressing this issue IS the work expected of you, should you respond with "that's not my problem"?
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Flamefest!
Adherence to the truth is a form of disloyalty.
For 4 years I worked for a public school system. It was the first job out of college. I was in charge of the support, maintenance and planning of the IT infrastructure. It was certainly a fun job for the first couple years. The pay check was nice. But after the first 2 years or so I realized that for one, Unions suck, specially those made up of a total of 8 people in an environment of 1600 employees. And 2, no one gave a damn what time I came in or what time I left or how long it took me to fix something. Not too mention you hardly ever got a thankyou from anyone for busting your butt and working long hours to bring up the school labs and network for the first day of school. Monetary compensation?? What the hell was that? So anyway after about 3 years I started looking for new opportunities. Finally 4.5 years later I get an offer from a local consulting group. I liked what they had to say. I liked the idea of getting trained on new technologies. I liked the bonus idea. I like the fact that everytime I visit my clients they are so happy to see me and always thank me for taking care of them. The travel sucks, but hey the company compensates me nicely for that. The benefits are exactly what I was getting in the public school job, but that was part of the reason their budgets sucked so badly.
In any case why you see the huge increase in outsourcing is because the big companies do not know how to treat their employees. IT especially, with the way the world works now, IT is the life blood of most major and minor companies. You commmunication, marketing, finances, all work through the equipment and infrastructure installed, configured and maintained by IT professionals. Treat them bad and they will find new work. Those consulting companies are on the hunt for talented indviduals. Maybe someday the big businesses will realize this. Until then, I will keep handing my cards out to get more business for my company.
As for the topic at hand, if you really want to change things then you need to show the higher ups numbers! They need to see the cost savings and reorganizing a department. Good luck!!
Dewser - all around techy "In the immortal words of Socrates - 'I drank what?'"
The last job I left emailed me to schedule my exit interview. It never happened. HR hounded me for every other single thing they wanted, but never once for the exit interview. Good thing too - I was going to make them beg for it. "Not my policy to provide exit interviews without a referral first".. or something of that ilk.
As to the base question - some points because I don't have time to elaborate.
- Your VP won't like every thing he hears. Tell him in advance he's not going to like it all, possibly none of it. Negative feedback will be the norm. Good indicator of what the VP thinks and maybe how you should "tailor" your research. CY own A first.
- Want above average people? Pay above average. Or provide benefits WAY above average. 1% don't cut it.
- you can't please everyone. that does not mean you shouldn't try to please anyone. trying is 80% of the battle.
- remove policy and process. introduce flexibilty. People will take advantage of the company - most just a little, some a lot. Warn the "a lot" crowd they are being inappropriate, then if they keep it up can them. Let people know they can take their pen home, just not the box of pens.
- either get management really involved (and I mean really), or minimalize their interference. Most people jsut want to get their work done. Everythign that impedes that reduces 1) efficiency and 2) reduces employee satisfaction. We want to work - really!
- when thanking / rewarding, if it happens, do it right. Like they said, everyone getting mugs is a useless reward. If everyone was truly involved, reward everyone well. At the very least keep the rewards special. Hire a bus and take everyone down to DQ for a sundae. Cheaper than most options and probably a lot mroe fun.
- reward is a personal thing. one person wants career advancement, the next would like more free time, the next would like more money, the next would like flexible hours, the next would like daycare, the next wants dental insurance, the next wants a thank you, the other wants a window cubicle.
- come out of their offices and meet the people they work for. In 9 months, I have yet to meet my VP here. Bad sign. Bad sign.
UNTIL companies can treat people as ASSETS (hello accountants out there), people will be treated as LIABILITIES and this process will purpetuate. Change the accounting system and you'll change the (corporate) world.
Probably Jet Blue, maybe Skywest. Doesn't really matter which really.
1) try to convince your people that you are not going bankrupt like all other airlines, that the pension/401k is safe and their benefits are not about to be cut. Yuo can't do that because all those things are probably going to happen. That's a problem.
2) Try to convince them that their jobs are not going to be outsourced to Mumbai. don't get the CIO to do that - he's aware of corporate's long term cost reduction plans and he would be lying through his teeth. Or is he a good liar? I guess he'd have to be or he wouldn't be CIO.
3) Make the web reservations department part of SALES and not part of IT. Right now you are a cost center, not a revenue center on the old org chart. woking under sales sucks, but they have the budgets that don't get squeezed. Those who bring in the business are more important than those who don't.
4) Determine core competencies. Is IT considered a "core compentcy" of the overall business? I bet it isn't. do they task you with maintainence and throw million$ at JD Edwards or PeopleSoft when they want a big important project fubar^H^H^H^H^Hcompleted? IF you can't convince upper management that what you are doing is a core competency of the company there is no hope that you will be anything other than maginilized.
-- your Web browser is Ronald Reagan
I've recently joined a company, a regional airline, [... ] In the past five years the company has come to rely on IT, specifically the web team, for about 3/4's of its revenue.
IT has been a critical part of businesses for 25+ years. This is nothing new or different.
Your company also relies on pilots, accountants, mechanics, lawyers, managers, clerks, and lots of others for 100% of it's revenue. And I'm sure that your "web team" is 100% dependent on system administrators, back-end developers, backup operators, and network admins. If not, your company is screwed.
Just because your group constructs the on-line face of your airline doesn't mean that you're the most critical part of the operation. Other parts are just as critical, if not more so.
Who am I? I am responsible for the web face of my very well known and respected employer. My employer relies on my group - if we screw up, millions can easily be lost in a moment. But other employees are WAY more important than me. I'm in IT, and that's the way it works.
Ask the union employees of Northwest Airlines how much things are rocking right now. It will make you less envious, to say the least.