DrBeer
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August 19, 2022, 03:36:35 PM |
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Let's analyze the situation globally, and not tear one event out of many other events surrounding it. 1. On the recruitment / reduction of staff. No offense - but the staff is the same resource as, for example ... let them be - "warehouse forklifts." Yes, yes. Most of the personnel in companies are PERFORMERS. And they do what they are told or described in the job description. And in good times, when companies have good profits, they can afford to keep an "excess" resource so that there is no overload, so that they can select and get the best hands or brains for business in the future. The same is true in IT. For example, in my development group there were from 3 to 10 excellent developers. As well as 1-3 young specialists. Their role is nothing more than a personnel reserve, which we ourselves have grown! They are always at your fingertips, in case of either an expansion or a change of player from the "big leagues". They are well motivated - by the prospects of moving to the "big league", they already understand the processes in the company well, are familiar with technologies and solutions. It is cheaper and better than looking for the right specialist on the market, adapting him, and not being sure that in 2-3 months it will not turn out that he is not the one you need ... In difficult times, companies remove the "extra" less effective employees and redistribute the workload to more productive ones. It does not look very good, but otherwise the business cannot survive. 2. About what TOP managers do. I have about 30 years of general experience in IT, of which up to 20 years, in the position of CIO. He has also worked in medium and large companies. The key word here is "manager" - the one who can organize the processes in the company as efficiently as possible. Including - both selection and optimization of personnel. TOP manager - can read letters 90% of the time, but the remaining 10% of his experience, knowledge, provide solutions that provide the company with either additional profit or cost reduction. Remember the main rule - you need to evaluate the work not because of how much you endured, how much you went through, how many times you repeated the action, how much you were tired or how much you sweated. The result must be judged by the RESULT! To what extent the result corresponds to the given indicator, how finances, resources (including human resources), time, etc. were optimally used. At the same time, the TOP manager is responsible - for the decisions made, for the chosen tools for solving problems, for organizing processes within his responsibility, for the optimality of the decision made, and for much more. If this, qualitatively, can be done by others - welcome to the TOP composition! But the problem is that many, if not all, WANT, but very few of those who can really DO it.
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