CIO management note: "siyou" it staff

CIO management note: "siyou" IT staff from: conanpaul [added to my favorites] is a popular explanation of whether enterprise employees are "people-oriented, "The right person should be in the right position at the right time", that is, personnel-position matching. The problem is that enterprises must use "appropriate people". What kind of talent should they define first? What kind of employees do CIOs need to think about? What kind of employees are useful?

Since I was in charge of the company's information management work, more and more industries are involved, projects are getting bigger and bigger, IT systems are getting more and more complex, applications are getting deeper and deeper, and talent needs are urgent. As a result, I recruit new graduates and employees every year, both from external recruitment to internal recruitment, and from every year. I looked at the employees left behind and thought about the people who left behind. Although they were different, I still found that those who left behind and thought they were useful had something in common, to sum up, we have the "Four in one"-IT skills, corporate and IT department culture, industry experience, and management quality and ability. I call these four commonalities the "IT personnel capability and quality model" (see figure ). The reason for the lack of "yes" among the employees who left behind but felt that they were not very useful is often the lack of "yes ".

Industry experience: refers to the business knowledge and experience related to the IT system. For example, it employees in the trade industry should know the import and export trade business knowledge and processes, foreign trade accounting knowledge, the relationship between the three financial statements and various internal management and analysis reports; it employees in the logistics industry should know how the warehousing service is billed, how the delivery vehicle calculates the cost, and how the containers work in the terminal yard; it employees in the real estate industry need to know the items of property management fees, the charging cycle, and the general marketing methods of commercial housing sales. This type of business knowledge and experience related to IT system applications requires different levels of familiarity with different positions and may not be profound, but must be correctly understood to accurately grasp business needs, it facilitates communication between internal users and external partners.

Culture: In addition to corporate culture, it also includes the common requirements for all IT employees brought about by the positioning of the IT department. The most important thing is the value and behavior. Cultural issues have far-reaching influences, but they are not as obvious as those in other three aspects, so they are easily ignored by CIOs.

Management Level: includes management knowledge, cognition, comprehension, ability, and experience. This requirement is for all employees, not only for it supervisors with management responsibilities. The most basic management qualities include communication, interpersonal communication, time management, and plan management (formulation, execution, and adjustment. These capabilities are essential to any employee.

IT skills: in addition to the basic IT skills that all IT staff must popularize and master, other professional IT skills vary greatly depending on the specific positions.

I usually divide it personnel into four categories: development, implementation, operation and maintenance, and professional management. Using the above model, we can see that the management level and cultural needs of professional management personnel are the largest, industry experience is the second, IT skills are relatively less demanding; developers are the opposite, IT skills are the most important; the industry experience of implementers is the top priority; the operation and maintenance personnel should look at specific positions. For example, network management and server management personnel are similar to developers, and they have a lot to deal with IT equipment or software systems, the O & M personnel of ERP and other application systems are closer to the requirements of implementers because they have a lot of dealings with people.