信息技術(shù)相關(guān)外文翻譯

1、<p><b>　　中文4160字</b></p><p><b>　　改變信息技術(shù)</b></p><p><b>　　—要從管理開始</b></p><p>　　作者：James D.McKeen and Heather A.Smith</p><p>　　起止頁

2、碼：266-275</p><p>　　出版日期（期刊號）：2003</p><p>　　出版單位： John Wiley & Sons Ltd</p><p>　　第四部分人和生產(chǎn)力</p><p>　　信息技術(shù)（IT），其本身，并不創(chuàng)造價值，是由人讓它來創(chuàng)造價值的。我們堅信，有效的部署，加上人們擁有的技能和能力，從而可以使他們更

3、有效率。最主要的是有效的部署。面臨的挑戰(zhàn)是要配合技術(shù)人員建立有效的組織（在操作方面），（在產(chǎn)品和服務的創(chuàng)造）起作用，并響應客戶/供應商的市場。因此，有效的IT部署的結(jié)果應以人為本，效率第一，技術(shù)第二。IT組織沒有什么比這更明顯的了。</p><p>　　本書的這一部分集錦了人和生產(chǎn)率之間四個關(guān)鍵的方面----補充，發(fā)展，成熟的做法，和結(jié)果的評估。18章探討了補充的問題，“保持和留住最好的”。本章概述了選擇，補充和

4、保留的關(guān)鍵作用，當它涉及到保護內(nèi)部的熱門候選人。最關(guān)鍵的兩個技能無疑是項目管理和領導。這些技能的發(fā)展，是分別在19章介紹，“制定有效的IT項目經(jīng)理”，在20章中，“發(fā)展有效的領導者”。</p><p>　　熟練的技術(shù)人員一定能安排高功能的單位組織，最大限度地發(fā)揮他們的貢獻（支持）其業(yè)務。21章，“它”的最佳實踐，概述了成功背后的基本原理關(guān)于有效組織和確定了一些行之有效的做法，。22章，“管理虛擬勞動力”，重點是一

5、個新興的組織形式來突出關(guān)鍵的管理問題，在一般的組織。最后一章，“它的測量矩陣”，對組織貢獻的評估方法和手段。有句老話說，“如果它是不可評估的，它就不能被管理”。戰(zhàn)略的實施程序，吸收，發(fā)展，和成熟的做法，將未經(jīng)證實的（可能是無效的）直到可能的測量結(jié)果。</p><p><b>　　18</b></p><p><b>　　招聘和保留</b><

6、/p><p><b>　　最好的IT</b></p><p>　　招聘和留住優(yōu)秀的人等于生存。信息技術(shù)（IT）組織也不例外。優(yōu)秀的項目經(jīng)理和熟練的程序員很有價值。生產(chǎn)率的差異最好的和最貧窮的程序員之間在一個單一的組織可以是十或更大的因素（Marco和Lister，1987）。因此，它的安排與上級人員出示明顯競爭對手。隨著對它越來越依賴生產(chǎn)戰(zhàn)略的產(chǎn)品和服務，長期組織的活力將

7、越來越受IT組織的能力確定。它已經(jīng)可以識別組織的經(jīng)濟價值和其它的能力。例如，開發(fā)團隊，去除，從任何軟件組織將失去其自身價值。</p><p>　　實現(xiàn)員工的價值是不是新組織或新部門。什么是新，當然，是一個不斷變化的環(huán)境是今天的組織所面臨的。似乎是一個增長的IT技能，在技能結(jié)合產(chǎn)生的熟練的IT專業(yè)人員嚴重短缺的增長需求。面對一個在IT專業(yè)人員和新的應用需求的組織不斷激烈的市場，它的管理者都在努力尋找他們的編制問題以

8、滿足業(yè)務需求的解決方案。接近很多組織的危機情況。</p><p>　　本章介紹了軍隊內(nèi)的工作從招聘機構(gòu)觀點的行業(yè)以及個人的IT人才。它認為，雖然好的人才需要保持，招聘和保留人才的潛在力量的有效策略必須反映在人才市場中，充分利用這樣的機遇建設一流的IT組織。</p><p>　　這里列舉了一些行之有效的策略，高級IT經(jīng)理特別小組的建議。</p><p>　　?評估技術(shù)

9、環(huán)境。第一步是分析當前的技術(shù)環(huán)境。下一步是分析你的未來的技術(shù)環(huán)境。這些評估需要同時進行，因為從你目前開看未來環(huán)境的遷移路徑將顯示為“持有”技術(shù)的需要，對新技術(shù)的需要，以及過渡時間，這是最關(guān)鍵的因素。例如，一組成員，組織的當前環(huán)境，描述了他作為一個主機MVS事務處理器，主機虛擬機的應用，許多部門的局域網(wǎng)（LAN），一些中檔設備，和一個新興的企業(yè)局域網(wǎng)服務。這是在他們未來的環(huán)境，用主機主要作為數(shù)據(jù)服務器，VM應用Lotus Notes，交易

10、處理器和AIX，在工作站的應用集成。從目前的技術(shù)環(huán)境對其期望的未來環(huán)境將在所需的技能以及所需技能的數(shù)量型轉(zhuǎn)變。</p><p>　　?評估企業(yè)環(huán)境。這對于評估企業(yè)環(huán)境很重要因為它將決定許多未來所需要的關(guān)鍵技能。不這樣做會導致一些意料之外的事。在一個公司，業(yè)務規(guī)劃的一些廣泛的流程再造移動到高度的基質(zhì)環(huán)境與跨職能的客戶。這只可能是高度集成化的數(shù)據(jù)支持，并能夠提供這是當前不可用的。這組時間建立必要的資源并沒有意識到這種

11、情況，作為一個結(jié)果，被迫延期計劃。它和商業(yè)之間的關(guān)系是什么？是企業(yè)尋求它的技術(shù)領導或可行的選擇？會有在它與企業(yè)的關(guān)系性質(zhì)的顯著變化？期待什么樣的變化？在大多數(shù)組織中，它與企業(yè)的關(guān)系變得更加復雜。此驅(qū)動器要求額外的領導和人際關(guān)系技巧。這些評估，除了技術(shù)方面的考慮，將要獲得的技能的需要。</p><p>　　?評估工作環(huán)境。因為大多數(shù)組織已經(jīng)完成年度預算的運動為它支出，實際的系統(tǒng)將在未來兩年的評估可以以合理的精度創(chuàng)造

12、了。這種評估應在技術(shù)和商業(yè)環(huán)境的評估調(diào)光（如上所述）。分析必須由技術(shù)工作環(huán)境的分類（即，不同的平臺），估計工作量，并確定必要的角色（項目經(jīng)理，業(yè)務分析師，程序員，等）和每個職位所需的數(shù)。這將在短期內(nèi)必要的技能基礎。工作評估的第二個方面是創(chuàng)造一個常駐技能。它的組織內(nèi)的每個職位，技能配置文件可以建立。此外，每個人在組織內(nèi)，一個技能考核應進行。有很多包方便這種類型的管理技能。最后，進行差距分析；這是比較必要的技能，為居民的技能清單。兩種情況應

13、該突出的地方有大量的有技能的缺乏技能和地區(qū)。以下策略可選擇性地應用于這兩種情況下。重要的是要強調(diào)需要評估必須仔細，因為所有的招聘/保留策略將根據(jù)這些結(jié)果。所以建議組織這些活動的人員評估一個強制性的至少6個月的更新。</p><p>　　2使組織內(nèi)的開發(fā)技能優(yōu)先考慮根據(jù)和蓋倫鄧肯，首席執(zhí)行官交流的，“IT行業(yè)中一直認為自己是一個典型的啟動子是終身學習和持續(xù)改進。而這也許是真實的，我們不滿足于期望，我們的許多員工（

14、ITAC，2002）。這是需要解決的問題。眾所周知，留住員工是獲取一個新員工的總成本的一小部分成本。僅僅出于這個原因，它是在一個組織的利益來發(fā)展必要的技能，在其現(xiàn)有的IT人員，如果在所有可能的。采用“技能需求評估”過程為期兩年的窗口，組織應該設計一個系統(tǒng)的過程來發(fā)展必要的技能。</p><p>　　在這樣的一個過程中成功的關(guān)鍵是組織建立框架與員工個體所有權(quán)的過程。這種方法，如果做得有效，將會導致一個“雙贏”的局面

15、。組織，做了一個徹底的技能需求評估，它需要建立在不久的將來知道什么樣的技能。個人需要知道這些信息，他或她可以掌握這些必要的技能。在本質(zhì)上，組織創(chuàng)建的過程，使員工在組織內(nèi)進行自己的未來規(guī)劃。根據(jù)沃特曼等人。（1994），有一個新的約定，其中“雇主可維持甚至提高個人的就業(yè)能力，公司內(nèi)部和外部的員工都有責任。”</p><p>　　這個過程如何工作的？首先，技能需求評估必須公開。這允許組織的每個員工比較技能需要根據(jù)其年

16、度技能考核自己的技能（如上所述）。通過這樣的對比，每個員工的發(fā)展（并擁有）個人技能計劃。每個計劃應包含個性化教育和培養(yǎng)目標，通過工作輪換制曝光，技能掌握（認證），獲得經(jīng)驗的機會來加強新技能，組織內(nèi)的一份聲明的職業(yè)目標和里程碑。一些組織包括的指標來衡量的成就和成功。其他人配合這年度績效考核活動。</p><p>　　關(guān)于個人所有權(quán)，組織有必須提供必要支持的責任。一個組織應該制定相應的指導方案。這是一個正式的導師，但

17、自愿計劃和“mentorees”。時間是按小時收費對于師徒獎勵。這個程序幫助每個員工建立他或她的個人技能計劃。另一個組織已經(jīng)采用了源中心的方法，幫助員工的個人技能發(fā)展計劃和管理，確保員工技能比賽的組織需要的技能，無論是現(xiàn)在和將來。如果指定負責員工個人是在連續(xù)的一端和發(fā)展資源中心的方法是在另一端，一個有趣的方式方法中員工發(fā)展管理技能的團隊。通過這種方法，團隊承擔發(fā)展的關(guān)鍵技能計劃促進和支持員工技能的責任。球隊可以圍繞技術(shù)平臺或業(yè)務線。在每

18、一種不同的方法，最常見的是技能規(guī)劃的形式化；差異是由于用于個人的技能和組織的技能集之間的對應力的具體方法。</p><p>　　同樣重要的是不要對目前IT人員限制其技能發(fā)展。在大多數(shù)組織中，有一批“專家級用戶”工作的人，在業(yè)務方面，擁有先進的系統(tǒng)技術(shù)。這種組合的IT技能業(yè)務的理解和視覺讓他們進入它的總理候選人。這些人往往是非常有效的銜接和業(yè)務之間的差距，主要是因為他們帶來的信譽。努力應該用在識別這些人，也鼓勵他們

19、的關(guān)系。</p><p>　　3是創(chuàng)造性的招聘方式IT組織總是需要雇傭新兵，如果沒有其他的理由來填補因退休的空缺。招聘也時空很有必要的，由于迫切的商業(yè)機會，無法預料的問題的需要，或通過意外離職。招聘就提供了一個機會，新朋友會因為不同背景將為組織帶來的新的思想和觀點。謹慎的管理應該能夠利用這種天賦和能量的涌入來使組織受益。</p><p>　　鑒于本章前面描述的市場情況，非常明確的是新的招

20、聘方法是必要的。這是基于觀察的事實，那些機構(gòu)最好的招聘方式使用的是一些非常有創(chuàng)意的方法。一些由研究組成員提供的建議如下：</p><p>　　?你的最大化招聘渠道工作應在報紙廣告，在互聯(lián)網(wǎng)上，在校園里，并在專業(yè)/行業(yè)雜志。檢查媒體如電視和廣播，在社會中是普遍的，但是卻很少用于招聘。參加招聘會。利用獵頭機構(gòu)和獵頭公司。似乎也并沒有一個最好的解決方案。打造盡可能廣泛的凈推薦。一家機構(gòu)應與當?shù)厥姓浜瞎ぷ?，其任務是?/p>

21、勵他們的地區(qū)新業(yè)務的發(fā)展，表示愿意與他們聯(lián)合營銷來吸引新員工。</p><p>　　?大多數(shù)IT部門為了增加他們的固定員工和兼職人員會雇傭一些臨時人員。臨時工通常占約15-20%的總?cè)藬?shù)。這些人，可能是承包商，外包商，程序員，工作學期的學生，或顧問，都是一些永久的新成員。其優(yōu)點是，機構(gòu)與這些新員工能相互評估。因此，雙方都更好的了解比在一個典型的招聘情況。如果這些人具備必要的技能，應努力追求上進（這是沒有任何合同規(guī)

22、定的蔑視）。</p><p>　　?雇員推薦制度的開始無疑讓員工意識到其他的行業(yè)或?qū)I(yè)的正式與非正式的聯(lián)系。如果他們帶來一個新的成員招募到您的機構(gòu)，為他們提供一個中介費。這是一個一次性的獎勵，如果你真的雇傭個人，也可以是一個系統(tǒng)的結(jié)算獎勵，在招聘過程中增加多少新人都是有其比例的。</p><p>　　?高校仍然是主要的IT專業(yè)人士供應地。校園招聘提供了一定程度的知名度的組織，但也有其他方式

23、能增加很多成員。大的教室為客座講師提供了一個機會，給學生展示你的公司。贊助一個實習項目是另外一種獲得方式，，，能給你在實習的第一談判權(quán)。參加工作的日子。贊助賽事。揚聲器提供校園論壇和小組會議。與院校建立長期的一定數(shù)量合作項目能夠帶來穩(wěn)定的收益。</p><p>　　一些公司在招聘學生的工作上非常有創(chuàng)意，值得一提。例如，EDS會提供北美國頂尖的商學院每年一度的競爭機會。就會有一批來自不同學校的學生選擇去EDS分析現(xiàn)

24、實世界的公司情況?；旧希珽DS分析發(fā)現(xiàn)了從最好的大學獲得優(yōu)秀學生只用花三天時間，在他們總部的訪問期間發(fā)現(xiàn)，EDS會給這些實習學生一些獨特的機會，來從中選拔優(yōu)秀的人才。顯然這比校園招聘更有效果，有EDS的人員訪問美國北部所有的頂級學校。除了一些其他工作崗位，在有EDS設立競爭機會的校園招聘線場很少有機會吸引到優(yōu)秀的學生。這是一個聰明的辦法來吸引優(yōu)秀的成員加入他們的公司。</p><p><b>　　原文

25、：</b></p><p><b>　　Part D</b></p><p>　　People and Productivity</p><p>　　Information technology (IT), in and of itself, does not create value—value is created by peo

26、ple. It is our belief that IT, when deployed effectively, leverages people's skills and abilities thus allowing them to be more productive. The key words are when deployed effectively. The challenge is to match peopl

27、e with technology to create organizations that are efficient (in operational aspects), effective (in the creation of products and services), and responsive to customers/ suppliers within the m</p><p>　　This

28、part of the book highlights the four key aspects of people and productivity—that is, recruitment, development, proven practices, and the measurement of results. Recruitment issues are explored in Chapter 18, "Recrui

29、ting and Retaining the Best in IT". This chapter outlines the critical roles of selection, recruitment, and retention when it comes to securing top candidates within the ranks of IT. The two most critical skills wit

30、hin IT are undoubtedly project management and leadership. The dev</p><p>　　Skilled individuals must be organized into highly functioning units within organizations in order to maximize their contribution to

31、(and support of) the business. Chapter 21, "Best Practices in IT", outlines the rationale behind effective organization and identifies a number of proven practices that contribute to IT success. Chapter 22, &qu

32、ot;Managing the Virtual Workforce", focuses on an emerging organizational form to highlight the key management issues for IT and for organizations in general. The </p><p><b>　　18</b></p&g

33、t;<p>　　Recruiting and Retaining the</p><p>　　Best in IT</p><p>　　Recruiting and retaining outstanding people is tantamount to survival. The information technology (IT) organization is no

34、 exception. Talented project managers and skilled programmers are worth their weight in gold. The difference in productivity between the best and the poorest programmer within a single organization can be a factor of ten

35、 or greater (De Marco and Lister, 1987). As a result, IT organizations with superior personnel out-produce their competitors significantly. With the growing re</p><p>　　The realization of the value of employ

36、ees is not new to organizations or to IT departments. What is new, however, is a changing landscape faced by today's organizations. There appears to be both a growth in demand for IT skills and a demand for growth in

37、 IT skills combining to produce a critical shortage of skilled IT professionals. Faced with an over-heated market for IT professionals and the constant organizational demand for new IT applications, IT managers are strug

38、gling to find solutions to</p><p>　　This chapter describes the forces at work within the industry from the point of view of the hiring organizations as well as individual IT personnel. It argues that, althou

39、gh the need for good people has unchanged, effective strategies for hiring and retaining IT personnel must reflect the underlying forces at work within the marketplace in order to take full advantage of the opportunities

40、 to build a top IT organization.</p><p>　　The chapter lists a number of proven strategies suggested by the focus groups of senior IT managers.</p><p>　　UNDERLYING FACTORS</p><p>　　I

41、t is important to understand the forces that are causing the present situation in order to separate the causes from the symptoms. This allows solutions to address root causes. Some of the causes are certainly market effe

42、cts and, to a large degree, beyond the influence of individual organizations. Added to these market effects, however, are certain organizational factors, which, in some circumstances, magnify the market effects. Many of

43、these are certainly within management's prerogative. Finall</p><p>　　Market Effects</p><p>　　There continues to be a shortage of qualified IT people in the marketplace. Industry statistics d

44、emonstrate a persistent inability for the supply of trained IT professionals to keep pace with the demand (ITAC, 2002; McGee, 1996; Williamson, 1997). Many, who have seen gaps in the market before, believe this situation

45、 to be different in a number of significant ways. As pointed out earlier, there is both a growth in demand for IT skills and a demand for growth in IT skills due to the changing skill</p><p>　　First, every c

46、ompany seems to have discovered that IT has the ability to enhance productivity. Until recently, the really heavy use of IT was concentrated within a small number of industry sectors—particularly the financial industry.

47、Now, organizations regardless of industry see IT as the facilitator of productivity</p><p>　　Improvements, the means to link buyers and suppliers end-to-end, the way to get "intimate" with customer

48、s, and the means of satisfying the customer demand for self-service (i.e., Web-servicing). Flush with this new religion, these organizations have entered the market for IT skills in force creating a virtual bidding war f

49、or scarce resources. It is estimated that one-quarter of new IT jobs will go unfilled (ITAC, 2002).</p><p>　　Second, there has been a significant shift toward the services market, which has undoubtedly heigh

50、tened the stress within the marketplace and resulted in increased levels of competition. Faced with dwindling profitability in hardware and software markets, vendors such as IBM have realigned themselves so that a much g

51、reater share of their revenue is derived from services such as consulting and services management. In order to address the demands of this service industry, they have had to recruit </p><p>　　for IT resource

52、s now comes from computer vendors, systems integrators, outsourcers, and consulting firms who raid each other's workforce—a practice typically unheard of previously.</p><p>　　Third, changing technologies

53、 and customer expectations continue to pressure IT skill sets. The widespread adoption of Web services has resulted in heightened demands for IT professionals with related experience including Internet-based languages (e

54、.g., JAVA), middleware (to bridge legacy systems with Internet frontends), and large enterprise systems (e.g., enterprise resource planning [ERP] systems). The study commissioned by ITAC (2002) identified the top five IT

55、 skills as SQL Server/SQL Window</p><p>　　Fourth, at the same time as new skills are emerging, most organizations are faced with declining expertise in older mainframe skills (such as COBOL and MVS). These s

56、kills have suddenly become in short supply since many of the individuals with these skills are reaching (or have reached) retirement age and are</p><p>　　leaving the workplace. Despite plans to simply replac

57、e legacy systems with newer systems, many organizations have found new life for their legacy systems by interfacing them with Internet applications. Rather than replacing them, they are now retrofitting them. By extendin

58、g their working lives, these</p><p>　　organizations have also committed themselves to continuing a least some level of expertise in older technologies. These skill demands co-exist with mainstream skills suc

59、h as project-manager, IT business analyst/consultant, and database administrator—skills that have the greatest forecast shortages in the IT marketplace (ITAC, 2002).</p><p>　　Finally, many point their finger

60、s to colleges and universities for their failure to meet the demand for more graduates trained in IT. The failure, however, is the inability to interest students in IT careers, and this is not the sole responsibility of

61、colleges and universities. Furthermore, as recently as a few years ago, there was a surplus of IT professionals on the market. There is a larger issue here, which we will return to later in this chapter. For all the abov

62、e reasons (and perhaps other</p><p>　　Organizational Factors</p><p>　　Within the constraints of these market forces, there are a number of organizational factors that also affect our ability to

63、hire and retain top people in IT. For example, not all organizations are equally attractive to IT professionals. Some people in IT may not find the packaging firm as appealing as an investment house. Geography plays a ro

64、le too. Some may not find a large urban center as inviting as a more attractive setting.</p><p>　　Another organizational factor cited by the focus group is the inseparability of IT and the business. While th

65、ere are still demands for pure technology expertise, more often the top IT professionals are those who are able to combine technical skills with an understanding of the business. Bridging the gap between the business and

66、 IT enhances the ability to recognize solutions that otherwise might elude the organization. This need suggests there should be strategies for balancing business training </p><p>　　The final organizational f

67、actor that appears to impact the hiring and retention of valued IT employees is the policies of the human resource (HR) department. For example, it is not uncommon for compensation policies to be in place that make it ve

68、ry difficult to hire/retain the IT people an organization needs. In some</p><p>　　cases, pay scales are tied to promotion, the company is unable to offer attractive investment options, childcare facilities a

69、re non-existent, and/or flexible work arrangements are unavailable, etc. Certainly, strategies for hiring/retaining the best people in IT will involve a level of cooperation between HR and IT.</p><p>　　Perso

70、nal Factors</p><p>　　In addition to the market and organizational factors cited above, there appear to be a number of individual factors that affect hiring/retaining strategies. The reasons why IT people see

71、k employment are as varied as these individuals. This suggests that organizations need to invest in their employees, to understand them and their desires, and to be in tune with their needs.</p><p>　　Over th

72、e past few years, organizations have removed themselves from the business of assuming responsibility for managing the careers of their employees. This duty has now been passed over to the employee. "Lifetime" j

73、obs are not offered by organizations today. This has a direct impact on employee loyalty. After a round of downsizing, organizations have difficulty impressing employees with slogans such as "our people are our most

74、 precious asset." Not surprisingly, employees feel decreasing levels</p><p>　　With the "lifetime employment guarantee" gone, it is now expected that the majority of people will experience mult

75、iple career changes throughout their working lives. With these career changes, employees seek to balance personal aspects of their lives with working aspects. With two working parents the rule</p><p>　　rathe

76、r than the exception, family life often takes precedent over working life, and tradeoff decisions are made to maximize career and home life. Recently, an organization decided to relocate part of its IT operations and fou

77、nd that no employees were willing to make the move! This suggests that the most successful hiring/retaining strategies will be those sensitive to the unique needs of the individuals employed by the organization. This can

78、 only be accomplished with a thorough understanding of </p><p>　　Considering the market, organizational and individual factors together, a composite picture emerges. Where we have had a buyer's market in

79、 the past, we now see a super-heated supplier's market especially in the high-demand skills segment. Coupled with a rebalanced loyalty equation, we see the tensions of a free market working; that is, employee mobilit

80、y, short-term inequalities, organizational restructure, and information disequilibrium. In addition, job-hopping, price wars, staff raids, and sal</p><p>　　SUCCESSFUL STRATEGIES</p><p>　　In this

81、 section, we present a number of strategies that were suggested by the focus group to address the hiring and retaining of IT personnel. These suggestions are based on their insights, their experiences (both positive and

82、negative), and their ability to speculate about the future.</p><p>　　I Identify Critical Skills</p><p>　　It is surprising how many organizations still do not undertake a thorough skills needs as

83、sessment. Without this, it is extremely difficult to establish an effective strategy for hiring and retaining staff within IT. The group suggested that an organization should evaluate (a) its technical environment, (b) i

84、ts business environment, and (c) the work environment in order to assess these critical skills:</p><p>　　? Assess the technical environment. The first step is to analyze your current technical environment. T

85、he next step is to analyze your future technical environment. These assessments need to be done concurrently since the migration path from your current to your future environment will indicate the need for "hold-ove

86、r" skills, the need for new technical skills, as well as the transition timing, which is the key factor. One group member, for example, described his organization's current environmen</p><p>　　? Ass

87、ess the business environment. It is important to assess the business environment since it will dictate many of the critical skills needed for the future. Failure to do so can result in some nasty surprises. In one compan

88、y, the business was planning some extensive process re-engineering to move them into a highly matrix environment with cross-functional clients. This could only be supported with highly integrated data, and the capability

89、 to provide this was not currently available. The IT gr</p><p>　　? Assess the work environment. Because most organizations already perform an annual budgeting exercise for IT expenditures, an assessment of t

90、he actual systems to be delivered over the next two years can be created with reasonable accuracy. This assessment should be adjusted in light of the assessments of the technical and business environments (as described a

91、bove). The analysis must classify the work by technical environment (i.e., different platforms), estimate the amount of work, and identify</p><p>　　2 Make Developing Skills within the Organization a Top Prio

92、rity</p><p>　　According to Gaylen Duncan, chief executive officer (CEO) of IT AC, "the IT industry likes to think of itself as an exemplary promoter of lifelong learning and continuous improvement. And

93、while that may be true, we're not meeting the expectations of many of our employees" (ITAC, 2002). This needs to be addressed. It is well known that the cost of retaining an employee is a fraction of the total c

94、ost of acquiring a new employee. For this reason alone, it is in an organization's interest to develo</p><p>　　The key to the success of such a process is for the organization to establish the framework

95、while leaving ownership of the process with the individual employee. This approach, if done effectively, leads to a "win—win" situation. The organization, having done a thorough skills needs assessment, knows w

96、hat skill sets it needs to build over the near future. The individual needs to know this information so that he or she can master these necessary skills. In essence, the organization creates a proce</p><p>　

97、　How does the process work? To begin with, the skill needs assessment must be made public. This permits each employee to compare the organization's skill needs with their own skills based on their annual skills profi

98、ciency appraisal (described above). Using this comparison, each employee develops (and takes ownership of) their individual skills plan. Each plan should contain personalized education and training targets, business expo

99、sure through work rotations, skill mastery (and certification), o</p><p>　　With the individual assuming ownership, the organization must take responsibility for providing the requisite support. One organizat

100、ion has instituted a mentoring program. This is a formal, but voluntary program for mentors and "mentorees". Time spent mentoring is rewarded as billable hours. This program assists each employee in building hi