What is REALLY behind the IT worker shortage?21:13 Feb 23 2008
Times Read: 612
Every day I peruse a number of newsletters looking for ideas for my next column. In the past I've touched on age discrimination, outsourcing and a host of other cause and effect relationships between IT jobs and the workforce.
This morning I read about a survey from Atlantic Staffing, whoever they are, that Millennials (those workers between the ages of 18-30) were the hardest to retain in an IT shop, with Generation Xers as the second toughest group to retain.
The story seemed your typical fluff that is common in the media, and I often think it's planted by IT companies who are screaming to get more H1B visas approved by congress so they can import the 21st century's version of slave labor. However just for fun I clicked on the replies to the article, and immediately felt I'd struck gold.
At the time, I began reading the reader comments to the story there were a few more than 50. As I look back now for more fuel to add to the fire there are 71 responses. I'll be curious to see how many have rolled in by the time I finish the rough for this month's column.
The essence of the responses is this. Companies are reaping what they sow. While IT and HR departments are wringing their hands, crying about how tough it is to retain younger workers who come in not just with expectations of higher pay, but of corporate responsibility both socially and in their respective communities, the true cause rears its ugly head.
No one trusts the companies anymore.
Large companies have shifted their thinking about IT's role in the overall scheme of things. Now they want IT and their workers to be more cognizant of the business itself. The marketplace, the customers it serves, etc. The funny thing is, while these higher echelon executives are demanding IT do more, know more and be responsible for more, they aren't taking their own medicine. Most of them are clueless about what IT really does. They look at it often as a necessary evil, but the second there is an economic down turn they destroy their best advantage…their human capital.
How is it that a company can make 20 or 30 billion in profits over the span of three years, then slice their workforce by 10% when they lose 5 billion?
The answer is…they are lining their pockets, and those of the shareholders and board members, at the expense of their workforce. It's a short sighted strategy that runs rampant at almost every large corporation and publicly held company in the land. Executives are only as good as their last quarterly report, and most lack the vision to realize the cause and effect of their efforts is what is creating the shortage in IT.
It isn't the "Millennials" or the "Baby Boomers" at fault here. It's corporate America's fault. And, as in the case of the mortgage industry, after years of raking in mega billions in profits they are crying wolf because their actions created a sinkhole of talent.
This should serve as a wakeup call to companies.
STOP TREATING YOUR EMPLOYEE'S LIKE CATTLE! You mouth the words loyalty, integrity, retention etc but your actions belie your true intentions. These younger workers see what you've done over the last few decades and they aren't buying it. You've fired their mothers and fathers, grandparents, aunts, uncles, friends and relatives, in the name of cutting costs. Now you expect them to believe that you REALLY have an interest in hiring them and retaining their services? Do you think they are fools?
Companies need to realize that loyalty is a double edge sword and it cuts both ways. How much money do the top executives really need? The bloat and greed that sits atop corporate entities is to blame for most of these woes.
When a company loses a billion dollars, they could probably trim the fat from their executive purse strings and get most of it back. Your department doesn't turn a profit? Oh well, say good by to your company car, your Private golf club membership, private masseuse, shoe shine boy and curvy personal assistance. Your stock options don't vest and your 401K receives no matching funds.
In a word, make the upper echelons of management ACCOUNTABLE. Stop throwing your workforce under the bus every time the company has a tough time making a profit and instead look to the cause. It rarely is the fault of the average Joe or Jill. Instead the real blame lies squarely in the hands of Mortimer, Chaz, Harvey and all the other good ol' boys and girls that suck up the cream when it rises to the top, then crap downhill on the people who made it possible in the first place.
Do you have an opinion on this month's column? If you do, I want to hear it, and I'll share a selection of those views with our readers in next month's issue. Simply write to me at cteditor@examforce.com.
Ben Ice
Editor-The Cert Times
Ben Ice, Editor
The Cert Times
Send all comments to: CTEditor@ExamForce.com
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