How can I change the IT supervisor as a technical backbone?

In August, there was no breeze in the air. Pan Xiong stood on the roof of the company and looked far away. He was troubled by the resignation of two key IT staff. Pan Xiong is the IT Director of aijie company. Last month, his IT project was successfully launched. before he had time to enjoy the joy of the successful launch, he received a resignation letter from two key members.

After the enterprise IT project goes online and runs, the arrangement and development of the project team members become a question worthy of consideration by the IT supervisor. Do members stay in the business department based on their business characteristics or optimize and continuously improve their business processes in the original project team? How can the IT supervisor prevent the loss of backbone staff of the project team when the project team members have good practical experience in the implementation process and face more social job-hopping temptations?

The loss of personnel leads to a chicken fault in the system

In traditional enterprises, the turnover rate of IT project team members is much higher than that of other positions. The loss of the backbone of the IT project team often brings different degrees of risks to the enterprise IT system. Pan Xiong was deeply touched by this: the root cause why many enterprises cannot use IT systems after they implement it systems is not that leaders do not want to use them, but that it staff who initially participated in IT system implementation chose to leave the system after it went online; no one has used and maintained the advanced IT system, so it has to become a weakness.

The impact of leaving the backbone of an IT project team is in all aspects. First of all, a good IT team is damaged by the departure of some core employees. The IT system in execution may be interrupted, and the efficiency of the enterprise IT project process may be greatly reduced. Second, the job vacancy left by the IT project team members leaving forces the company to spend a large amount of training costs or time and energy looking for successors. In addition, the departure of some core employees also affects the mood of on-the-job employees, greatly damaging the overall morale of the team.

Why is it brain drain?

The voluntary loss of IT talent refers to the voluntary withdrawal of IT talent from the enterprise, which is different from the general flow of personnel. People who voluntarily lose are often mainly those who are very useful to the enterprise and want to stay. In fact, there are many reasons for the voluntary loss of IT talents.

① Personal reasons. Most of the employees who leave their jobs for personal reasons regard the Enterprise as a stepping stone for their career development. implementing IT projects in the company is for them to gain work experience or learn related technologies, once the project implementation is completed or the learning objectives are achieved, they will choose enterprises with higher treatment and larger development space.

② Company reasons. From the perspective of the company, the root cause of the departure of IT project team members is the enterprise system issues. Among them, the quality of managers is not high, the incentive mechanism of employees is not perfect, the effective evaluation system is not established, the salary structure is not reasonable, and the long-term career development plan and corporate culture for core employees are not established. problem. These are the reasons why it project team members, especially it backbone staff, frequently change jobs.

③ External reasons. In general, the vast majority of the talents lost in IT projects continue to work as it implementers in other companies, or as consultants and software companies. Because what these companies offer, both in terms of technology and position structure, is very suitable for these lost talents. Because of this, the outstanding IT staff trained by the company during the implementation of ERP projects, such as technical backbone or department managers, are easily favored by consulting companies, software companies, or IT system companies, in order to attract these talented people to join the company, the latter often offers favorable conditions for hunting, which is also an important reason for the company's outstanding IT staff to resign.

How can we retain key IT talents?

According to the current social conditions, it is entirely wishful thinking to rely solely on emotions to retain people. Think about it. If employees worry about the diesel salt rice at home every day, they will not be able to effectively retain talent no matter how deep they are. Therefore, Pan Xiong felt that there were three important points: first, the treatment of stay-the salary and treatment level is higher than the salary level of other industries, and is the primary condition for retaining some talents. Second, leave a career to others-some people still want to have more room for development when providing financial support. Therefore, they need to be able to see and feel satisfied with their development prospects in the enterprise. Third, leave people with feelings to make employees feel the company's concern for them, recognize the company's culture, and have a sense of belonging.

① The treatment is reserved. First, there are some economic reasons for the brain drain. When his salary, salary, and benefits are not as good as those of other companies, Pan Xiong thinks that "it is also difficult to be an IT supervisor, and the company has very strict control over costs, it is difficult for me to give satisfactory salaries to my employees, and to recruit satisfactory talents." For example, Alibaba Cloud implements the ERP system of a well-known foreign software company. The implementers have been immersed in the system for a long time, and their understanding of the system is close to the level of the Implementation consultant of this well-known software company; in the industry, the system implementation consultant of this well-known software company has a relatively good annual salary, and the treatment of IT personnel in traditional enterprises can only look beyond the dust.

The IT department of traditional enterprises stands at the intersection of traditional enterprises and high-tech IT industries. The IT department staff often take the average wage of traditional enterprises to do work that can receive high salaries in IT enterprises, in this comparison, the hearts of some employees are naturally difficult to balance, which is also one of the reasons why traditional enterprises are hard to retain it employees. To this end, Pan Xiong actively negotiate with the company on the compensation aspect, asking the company to pay the internal IT consultant the salary should be considered from the IT industry as a whole, not limited to the salary standard of the traditional industry.

② Stay in business. Pan Xiong has been working in a professional IT company before he came to aijie. He can feel the huge gap between traditional enterprises' understanding of IT technology and IT enterprises, this gives it staff a sense of accomplishment at aijie. This is because everyone needs to enhance their work confidence with a certain sense of accomplishment. Pan Xiong felt that it staff's difficulty in fulfilling their sense of accomplishment was an inevitable characteristic of traditional enterprises. Since it was impossible to change the overall environment, he could only try his best to change the environment and lead employees to take the initiative to seek a sense of accomplishment. At the same time, he asked the IT Department staff to be proficient in the business, communicate with other business departments, be familiar with the business and become a skilled business expert with a technical background, and let the IT value play out in the business department.

The so-called "soldiers who don't want to be generals are not good soldiers ". Therefore, Pan Xiong believes that it directors should take the initiative to plan their career path while helping it employees improve. Pan Xiong planned two career directions for the employees of the ERP project team: one is the management route, which can be a project manager and department manager in the future; the other is the technical route, and the consultant will be a senior consultant. Pan Xiong divided the IT department employees into two groups: the ERP project team and the system equipment network group. The division of labor makes the technology of each employee more professional, in addition, IT personnel in traditional enterprises can be prevented from being technically broad and not refined.

③ Leave your feelings for others. In addition to the treatment bottleneck, it supervisors have to face another retention bottleneck: IT employees cannot be recognized by most people in the company, which is another major reason for their choice to leave. In general, many of the backbone members of ERP project implementation have gone to large IT consulting companies after leaving their posts. It is said that in addition to obtaining the necessary material satisfaction, it can also obtain spiritual acceptance.

The brain drain does not happen suddenly. It generally goes through four stages: Complaints, burnout, resistance, and resignation. When a person encounters an dissatisfaction, this kind of negative emotion may be leaked through some means. In the complaint stage, although the members feel dissatisfied, they have no intention of leaving the company, and their work tasks can also be completed normally. If the IT supervisor implements appropriate interventions, everything will return to normal; however, if the IT supervisor's complaints about talent leave alone, or if the measures are taken but do not meet the expectations of talent, it will lead to emotional disappointment and frustration of talents, and then lead to job burnout.

If the IT supervisor does not analyze the deep-seated reasons for the changes in the behavior of members of the IT project team, simply criticizing or penalizing the members, the dissatisfaction of the members of the IT project team will be intensified, resulting in psychological resistance. This resistance has reached a certain level and is very likely to erupt. Therefore, the sincerity and trust of the IT supervisor may still make the members feel at ease. The improper actions of the IT supervisor will strengthen the determination of the IT project team members to leave the company. Once external conditions are met (with more suitable company appointments), IT project team members will clearly express their willingness to resign to the IT supervisor. If the IT supervisor still does not have a substantial retention action, some Members will leave the company.

All in all, preventing the loss of core team members after it project implementation is a fundamental benefit to the normal operation of the company's IT system. Retaining the backbone talents of the IT project team reduces the company's recruitment costs and pre-training costs. In addition, retaining the backbone members of the IT project team often means that they can better focus on changing, optimizing, and improving business processes, the loss of the IT backbone that has rich experience in the system means that the company will be tired of recruiting and training new employees throughout the day.

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