How it managers in non-IT enterprises manage it human resources

How it managers in non-IT enterprises manage it human resources
 
(This question seems quite easy to read, read, and get used ......)

It employees are hard to manage, both in it and non-IT companies. IT personnel "difficult to recruit, difficult to retain" has become a difficult point in it human resource management. Therefore, more IT managers are required to participate in "selection", "education", "use", and "Stay" of enterprise IT human resources.
For any company, the first-line sales staff is the company's focus. In IT enterprises, IT personnel are frontline personnel. Rather than IT enterprises, such as trade companies, sales staff are the first-line staff of the company. In such an enterprise, IT departments and IT employees generally have the following features:
(1) In most cases, the IT department focuses on internal informationization of the company.
(2) maintain the old information system, develop new information systems, and provide desktop support.
(3) as a back-end Operation Support Department, it is mostly a cost center rather than a profit center.
(4) wide technical coverage and constant updates
(5) It personnel usually need to be familiar with multiple technologies at the same time
(6) It personnel need to understand and learn the business

Therefore, how non-IT enterprises can "select", "educate", "use", and "Stay" it human resources has become a test of their IT manager human resource management capabilities. Next I will talk about my experiences in these aspects.

1. Select
In non-IT enterprises, personnel supervisors usually have a clear understanding of the recruitment indicators of frontline personnel, while it terminology often cannot "Sit on the phone ". Generally, the Personnel Supervisor can screen hard indicators in his or her resume, such as educational qualifications and years of work. The IT manager is required to grasp his or her work experience and project experience.
The selection of IT personnel for non-IT enterprises is somewhat different from that for IT enterprises. IT enterprises pay more attention to professionals. Generally, they need to have certain experience on a specific technology, such as Java programming experience or network equipment configuration experience. Due to the informatization characteristics of non-IT enterprises, IT staff often do more than one thing and need to maintain multiple business systems at the same time. These business systems are often not implemented by the same technology, such as sap erp and PHP websites, and the CRM of the J2EE architecture. In this way, when selecting non-IT enterprise IT personnel, we need to focus on the knowledge base and learning ability of the candidates. With a good knowledge structure and strong learning ability, you can take over the maintenance work of multiple business systems.

Ii. Education
In non-IT enterprises, the internal training system is generally designed and launched around the first-line sales staff, and the personalized training for the second-line departments is usually insufficient. Of course, this is understandable. However, as IT managers of non-IT enterprises, internal training in the IT department cannot be ignored.
In non-IT enterprises, cross-training is an effective way to quickly improve employee skills. Cross-training is not only an improvement in personal technology for everyone in the department, but also a backup of each other for the company. When a person leaves the company, the work will not be handed over in disorder, it is even caused by employee "boss hypes. In addition to cross-training, it is also necessary to learn new technologies. In combination with the company's informatization development direction, we need to advance training on the technologies to be accessed in the next step. In addition to courses on Technology Portals, you can also arrange related personnel to participate in marketing activities of some vendors to broaden your horizons.
In addition to technical training, the company's business training is also very important, because the information work itself is inseparable from the company's business. In addition, the relevant financial knowledge is also a common professional knowledge in information work, the need for employees can arrange external training.

Iii. Use
The so-called "Employment Director ". Only by understanding the characteristics of each person in a department can IT managers make good use of IT personnel. For example, some employees like to challenge difficulties, so some difficult research in the project process can be handled by them; some employees do not like to do research, but are better at solid coding, then, he can directly train his research conclusions and use them. Some employees like to study new technologies, so some cutting-edge technologies can be handed over to him for tracking, he also asked the IT team to issue technical follow-up briefings on a regular basis. In short, assigning appropriate tasks based on the characteristics of employees is very important for the use of an employee. IT managers should consider the assignment of tasks.

Iv. Stay
Whether an employee can take a long time in a position focuses on three main aspects: first, whether the employee is doing his/her own development direction, and second, whether there is a comparable salary, third, there is no personal development space for this position.
The first question should be grasped during recruitment. Candidates who have a clear personal development direction and whose development direction is inconsistent with the position itself are recommended not to be hired. The reason is that those who have their own development goals apply for the job only to solve the problem of a temporary job. The tasks they do are inconsistent with the goals and they will leave the company sooner or later. For some young applicants who have just graduated for one or two years, they should be more tolerant, because they may not be clear about their development direction. Once hired, IT managers need to constantly guide them to establish their own development directions. When the development direction of employees is different from the company's development direction, IT managers should try to give them some opportunities to try and let them know their development direction. For example, our company used to have a desktop support engineer. After some time, we found ourselves very interested in sales. In this way, I communicated with the sales manager of the China North Region and evaluated his sales potential. At the same time, with the permission of the manager in the North China Region, he was arranged to visit the customer with experienced sales personnel for sales experience. After a while, he realized that the sales work is different from what he imagined, and he is more suitable for being an engineer.
For comparable compensation, IT managers should first understand the average salary range of IT employees in the Human Resources Market in the relevant technical background, and make reasonable compensation when formulating job compensation. Secondly, IT managers need to know the basic information about friends around it employees, such as the current work conditions of their classmates and former colleagues, in order to determine the comparability between their salaries and those around them. Then, the data will be communicated with the personnel director, and the employees who have a large salary gap with their friends should be adjusted within the average market salary range as much as possible. In this way, the salaries of employees are comparable. Of course, the salary cannot be adjusted blindly, and employees with a certain gap with the surrounding salary need to help them analyze the gap. For example, a Web Development Engineer has a salary difference of more than 2000 RMB from his classmates, it is found that there is a big gap between their work content, responsibilities, and intensity. While accepting such analysis results, the engineer made some adjustments to his work content, added the work content, and laid the foundation for subsequent salary adjustments.
For personal development space problems, IT managers should first fully communicate with each employee, find the development space for each person, and then give full attention and training. Every employee has potential, so it managers need to constantly discover and provide as much space as possible. For example, for some highly competent employees, they can try to bring a small team. On the one hand, they can exercise their management capabilities, on the other hand, changes in job responsibilities can increase their income. In addition, they are assigned the right to assess management employees to balance their responsibilities, rights, and interests.
In addition, the IT manager needs to be "red-hearted and ready-to-use" to prepare for the departure of any employee at any time. This not only requires staff backup during cross-training, but also requires Document Sorting and knowledge accumulation to ensure a stable transition of the work of the IT department.

In short, IT managers of non-IT enterprises share a lot of work with IT managers in team management, rather than the informatization characteristics of it enterprises, in addition, IT managers of non-IT enterprises have some management features. I am writing it here. I hope to discuss it with my colleagues and ultimately strengthen team management so that the Informatization Process of enterprises can develop smoothly.