Mismanagement Of Talent In IT Industry

Published by MBA Skool Team, Published on May 30, 2012

The HR department amongst all seems to be the busiest department in IT sector, conducting hundreds of exit interviews, issuing relieving letters and ending so many associations every day. It has become a mechanical assembly line, malfunctioning though, wherein the raw materials in the form of young college talent are fed, processed with some trainings, end products used for an average of 2-3 years and then adios!  

A euphemism for this might be high attrition rate but the truth is a severe mismanagement of talent and the treatment of Homo sapiens as mere resources. The general perception might be that a graduate can easily do a matriculate’s job, but this entire thought is fraught with the underestimation of an individual’s aspirations. When there is a mismatch between job and passion then the result is a shoddy output and non optimum use of the available human resource.

This reminds me of a very appealing TV commercial that “children follow their passion these days” and don’t see jobs as a mere source of earning. Gone are the days of hardship of the first Indian generation after partition, when a job preferably a government one used to be the sole aim. Today, a job is more about following one’s interests that provides a sense of accomplishment and growth. IT companies, it seems don’t buttress this. They are on an ever growing hiring spree without retaining the talent they should boast off.

Every year thousands of young technical minds from any engineering background are recruited, trained in any random technology and then put on any random project. It’s becoming a run of a mill affair where even the performance of the trainee in core technical competencies is not given any credit while allocating work. As a result of this randomness all around, the employee is caught in a wrong job that sows the seeds of declining interest and rising frustration. Moreover the nature of problem is such as it cannot be solved with higher remunerations or other incentives. It requires a holistic approach of utilizing the available manpower optimally and matching the work with the interests to the maximum extent possible.

People have varied interests. Some are interested in hardcore technical stuff while others are interested in less demanding work. This provides us the bandwidth to allocate people on wide range of work that an IT company does.  Moreover there should a rotational policy followed with more rigorous knowledge management so as to check the knowledge or interests mismatch happening, if any. It should never happen that a JAVA professional is available in the company who is keen to work on a development project while the company recruits one from outside, just because this person is too engaged in some work that is of zero interest to him.

No doubt the business requirements are of foremost importance, human requirements cannot be ignored either. The manager’s jingoism of business requirements and flexibility doesn’t work forever. It is true that the manager cannot bring work from his home that an employee likes, but at least he can be more concerned about the employee’s competencies and interests so that when the opportunity strikes he can make the best allocation. Client satisfaction might be ratified by classical economics but it is employee motivation that is ratified by behavioral economies.

It is just the beginning of IT and the whole century belongs to it. We’ll be able to seize the future opportunities only when we retain people to do that. Now is the time when we should act.

This article has been authored by Amarjeet Singh from SIMSR.

Image: digitalart / FreeDigitalPhotos.net

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