January 09, 2013, 11:35 AM — I am constantly amazed at the "hit and miss" approach many organisations have in relation to recruiting IT staff.
At a recent Australian Computer Society (ACS) roundtable, I discussed the challenges young people have in entering a fast-moving industry where roles change so quickly compared to other industries, and how IT graduates maintain their relevance.
One of my key recommendations was to have organisations looks at the underlying skills that make up these roles, and focus on these rather than the positions themselves.
Some prominent universities in the UK include the SFIA (Skills Framework for the Information Age) skill codes associated with each course, to assist students in career development and skills management.
Deconstructing roles into their components of skills assists with defining individual jobs and determining their value.
At an individual level, the benefits of SFIA are obvious in that understanding the skills you have allows you easily see where you are lacking so you can set a path for professional development. At an organisational level, the benefits of SFIA are tremendous and include reduced operating costs (generally 30 per cent reduction), improved alignment with training and recruitment and reduced operational and programme risk.
However, the issue is that skills and salaries for IT staff seem to be poorly aligned, according to a recent Adaps Consulting study, which compared to salaries and skills of IT workers at one organisation. These workers included analyst programmers, business analysts and project managers who had been with the company over the past two years.
Firstly, there was a variation in the salaries paid for the types of role, which could be as high as an additional 30 per cent. Secondly, there were many roles where the required skills were absent, although the salary of the successful candidate remained unchanged.
This led me to consider three different scenarios that could explain the difference in alignment between salary and skills.
1. Work being done by another individual
In this case, the skills required to perform the work are present in another individual, and they are completing the activities associated with the role. In this case, there is a hidden cost, which has been transferred to another person.
2. Activities associated with a skill are not performed adequately
This can result in poor risk management for a project, a lack of skill around benefits and business case management, as well as poor change planning. This also becomes a risk issue and there are several audit findings that could be applied.