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In
an age where companies are increasingly becoming bottomline-oriented,
IT professionals need to be aware of market trends and techniques.
They need to learn to fend for themselves because the number of
organisations focused on “career development” of employees is dwindling,
cautions MOHAN BABU
Among
the most dreaded words in the software consulting field is the five-lettered
“Bench”! Most IT consultants fear the wrapping up of an
assignment and rolling on to the bench more than anything else.
Not having something to work on, missing the thrill-of-the-hunt
and fighting daily fires is something most people miss on hitting
the bench. This is especially true for those rolling out after working
on long, challenging assignments. With the slowdown in the IT sector,
heading to the bench has taken on greater significance since newer
assignments are harder to come by, leading some to question—what
next?
Starting
and ending assignments is a way of life for consultants, especially
those working for large consultancies. Some of the larger companies
also have a “forced rotation” policy, whereby they move
people in and out of assignments on a routine basis as a way to
keep employees motivated, and to bring new ideas and fresh talent
into assignments. Most large consulting houses also have regular
forecasting systems and factor in a percentage of consultants being
on the bench at any given point in time.
The
regular rolling in-and-out of consultants creates a steady revenue
stream that helps them sustain earnings and RoI (Return on Investment).
Such companies can easily afford to keep a percentage (that varies
between 5 percent to 20 percent) of their consultants on the bench,
off-assignments.
The
consulting companies try to factor roll-over of consultants into
newer technologies when they hit the bench by scheduling training
and knowledge sharing. Such strategies are really convenient when
teams of professionals working in groups roll off to the bench simultaneously
and synchronised training can be scheduled. Training can be formal,
informal or online using computer based training (CBTs), etc.
Regardless
of the company one works for—and the corporate bench policies—professionals
need to be on guard when they anticipate the completion of an assignment
or project. During the boom time, being on bench was a non-issue
for consultants because of greater opportunities for placement due
to the greater demand for IT skills. As we live in an age where
companies are increasingly becoming bottomline-oriented, professionals
need to be on the lookout for market trends and techniques. They
need to learn to fend for themselves because the number of companies
focused on “career development” of staff members is dwindling.
Most firms, even those with bench policies for consultants, are
focused on the bottomline and cannot afford to keep people with
non-marketable skills on the bench perpetually. As aconsultant in
the next marketplace, you need to be positioned to anticipate the
changes in marketplace and not be caught off-guard.
At
this point you might be wondering how all these changes in the marketplace
translates into a viable strategy for you. As an IT professional,
you should probably ask yourself the following questions as you
roll off an assignment.
-
Is your resume updated? If so, are your skills what the market
seems to be looking for? (You might have to look at advertisements
in the job-boards, newspapers, etc, to watch out for the buzzwords
and trends: what the market really wants).
-
What, if any, newer technologies will complement your current
skills arsenal? (As you work towards upgrading your skills, you
need to be conscious of technologies that will be a good complement
to your current skills).
-
Will training in newer technologies make you more marketable?
(answer this question based on the above trends and your skills).
-
Are you positioned to market yourself internally (in your organisation)
and outside?
-
Are you happy with your organisational culture? Are you confident
in their ability to market you? (If you are, being on the bench
is the best time to market yourself internally).
-
Where do you see yourself headed (in terms of your career) after
your current assignment? (every new assignment should be progressively
challenging, helping you achieve higher targets).
-
What is your personal bottomline? Are you being adequately compensated
according to the current market rates?
-
Do you keep abreast of trends by keeping up-to-date with articles
in the trade press, reading articles, magazines etc?
-
Update your networking contacts. Hitting the bench is the best
time to renew your old contact lists and network with your peer
groups.
-
Always leave your current assignment with a smile. Many consultants
underestimate the need to leave assignments without burning bridges.
This is especially true because of the close-knit IT subculture
that we are a part of. Badmouthing the project or peers can cause
unintended consequences: for example, your colleague may end up
being your boss in the next job/assignment!
With
proper planning and anticipation, hitting the bench may not be such
a bad thing in one’s careers. Actually, time spent planning
for and during the bench may help one move up the career trajectory
towards better, more fulfilling goals.
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