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?"

Comments

If you want to hold management accountable...

[Safe Sex Goddess]

If you want to hold management accountable, then unionize.

Blue collar = Organized Labor
White collar = Disorganized Labor

But you have to remember that unions are like any other democratic institution. They're only as good as the amount of participation their members put into it. Most people are not eternally vigilant. You can see how that ends up with the existing state of most unions and our democratically elected government officials.