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IT organisations world-wide have long realised
that technical skills are not sufficient for IT professionals, it
is necessary to give them soft skills training. Unfortunately, says
MOHAN BABU, training has taken a backseat to other expenditures
One of the leading perks available to IT
professionals—training and upgrading of skills—has received
the biggest setback in recent times. In the nineties, companies
would try to woo candidates by offering lavish perks, including
promises of training and updates in technologies, along with opportunities
to work on latest projects using those skills. Spending on training
is taking a backseat to other essential expenditures. However, companies
with a “big picture” vision that are able to take in the
long-term view of future are finding it advantageous to continuing
re-skilling their key people on the latest tools and technologies.
This is especially true because a lesser number of people working
for organisations are being tasked with responsibilities that their
former peers and colleagues too shared.
Training has traditionally been the first
area to be cut during a downturn, and the last to be funded when
companies emerge from a slowdown. However, individual managers in
IT divisions who have the discretion and vision are still prudently
trying to siphon a few resources or using innovative techniques
like knowledge-transfer, “brown bag” lunch sessions to
enrich the collective knowledge of people in their groups.
Indian organisations that are poised for
international growth, especially in the BPO, outsourcing, systems
integration and project management need special focus on training
their workforce, especially the customer-facing, global employees.
This is especially true because Indian companies bid for projects
from a wide array of organisations spanning the globe, and need
to understand the nuances of the projects along with the culture
of the organisations requiring the work done. Apart from the technical
skills and knowledge of IT systems, consultants need special focus
in the following areas:
l Core technology skills: Most technology
companies try to equip their employees with a variety of technologies
and tools. By doing so, they can easily shift people around, based
on project contingencies and business needs. Some follow the “boot
camp” approach by putting all new recruits through a rigorous
training programme and others train employees on a need-only basis.
l Team player and team management skills:
Almost all IT projects require groups of people to work in a tandem,
co-ordinating the efforts of team members spread across functional,
technical, even geographic areas. This is especially true for projects
worked for clients in the onsite/offshore model where a few people
working at client sites co-ordinate the efforts of their peers halfway
across the globe. Personal issues, differences in personalities
and other issues have a way of creeping up if not identified and
arrested. All members of the projects need to be trained to handle
such issues, and communicate fluently and clearly.
l Project, program and systems management:
Although project management is a specialised function in most organisations,
with specialists working to co-ordinate projects, deadlines, etc;
all members of IT teams need to be aware of the basics of project,
program and systems management.
l Basics of business: Most IT initiatives,
except for those in the area of R&D, are undertaken for one
specific purpose—solving business problems. Naturally, it follows
that people working on IT projects need to be aware of the business
issues they are trying to solve. This may include functional business
expertise like knowledge of accounting systems, financial systems,
banking, telecom, insurance or other areas of business.
l Communications and cultural sensitivity:
One of the most important aspects of working with people involves
communication and cultural sensitivity. Communication includes oral,
written and non-verbal communication, including body language, etc.
This also includes moderating verbal accents and understanding accents
of people from across the globe who speak English in different ways!
The ideas presented here are not set in
stone. Most experts suggest that training be considered a continuous
process and could involve a mix of some of the ideas suggested.
Also, depending on the needs of the situation, specific training
packages can be tailored to address the issues involved.
Mohan Babu is a US based software consultant
trying to find the ‘sweet spot’ where IT meets business.
E-mail: mohan@garamchai.com
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