Talent Structure in Software Industry

Talent Structure in Software Industry

Pyramid or olive?

Some people say that the current talent structure in the software industry is olive (the middle is big and the two sides are small), and the "blue-collar software" problem with the largest demand is the most prominent, which greatly restricts the development of the software industry, therefore, it is necessary to make great efforts to train a large number of junior software programmers and other "blue-collar workers ".

However, more people in the industry believe that the current talent structure in the software industry is pyramid-oriented, and insufficient master and expert talents are the key to "restricting development, therefore, on the one hand, software engineers should strive to improve their skills, upgrade and transformation, and on the other hand, enterprises and industries should strengthen advanced skills training and training of senior talents.

Is the Talent Structure of the software industry pyramid or olive?

This book argues that once the "educational structure" and "Capacity Structure" are separated, the problem is self-evident (1-1 ):

Education level structure = olive type. "Intermediate degree" is the most. According to some materials, the ratio of graduate students, undergraduate students and specialists among software practitioners is roughly.

Capacity Structure = pyramid type. "Primary talents" are the most. After more than three years of working as a software engineer, has it become an "experienced intermediate talent? Obviously not necessarily.

Have education or abilities. What every developer really pursues is to become a top-level or intermediate talent in the software industry's "Talent Capability Structure.

 

 

Transition from a programmer to an architect

The pyramid structure of talent capabilities is doomed to the competition in the software industry is fundamentally the competition of talent. The development of a software enterprise depends on the following factors:

Employee quality.

Talent Structure.

Deep accumulation of employees' professional skills.

Update employees' vocational skills in a timely manner.

In the book Huawei R & D, "opportunities, talents, technologies, and products are the main driving force behind the company's growth. Opportunities to attract talents, talent traction technology, technology traction products, products lead a greater opportunity. Among these four influences, the knowledge of talents is at the core ."

However, it is unrealistic to simply "recruit people" from the outside. Moreover, the competitors of software enterprises and soft enterprises and the software industry environment are all under dynamic development. Therefore, software enterprises should:

Regularly analyze and master the company's employee competence and talent structure;

Progressive improvement of employees' special skills (such as architecture skills and design reconstruction skills );

Transformation of overall R & D backbone skills (for example, transition from senior engineers to architects, System Engineers, and technical managers ).

For the topic "Improvement of software architecture design capability" in this book, architecture design capability is a series of practical skills. After several years of development work, it is necessary to master the skills of architecture design. Therefore, "transformation from a programmer to an architect" is not only one of the paths of personal development for software developers, but also an appropriate way for enterprises to acquire design talents.

 

 

 

This article is excerpted from the book "Software Architecture Design (version 2nd)-essential for programmers to transform to architects"

Wen Yun

Book details: http://blog.csdn.net/broadview2006/article/details/7730015