In today’s business world, it is always an advantage if you are continually improving, moving forward. Many areas in society are always in constant motion these days. The Information Technology industry, being naturally advanced, is certainly no different among many others. Computerworld Philippines, in this interview with 3 IT managers, focuses on the nitty-gritty of IT staff management, the evolution of human resource management, and how the three of them handle the challenges of a highly technical and inherently creative IT workforce. It’s really not a walk in the park, so to speak.
VP Rene de Guzman of the Information Technology of National Reinsurance Corporation of the Philippines recounts that they constantly struggle internally with the challenge of keeping people occupied as well as motivated even in tough times for the organization. His leadership guides them to be productive when project inputs are low and still keep up a level of work creativity. Aside from placing emphasis on motivation for work, Michael Asiddao, head of Information Technology and Operations group of Megalink, also has to keep his staff complete, persuading them to stay and shield them from unexpected attrition. While according to HR IT Forum Head Angel Lito Averia, only the strategies and procedures of managers have changed, not IT staff management in general. Here’s a selection from the discussion:
Q: What strategies or methods have proven effective in managing IT people?
Averia: One of the things that I did in my last engagement, knowing that people eventually migrate and leave the company and go elsewhere, is to make sure that I have a pool of talent below that I can train. So what I did was first to establish a pool of apprentices.
De Guzman: I guess one important thing is that we have to take note of these challenges as given facts. Going back to the aspect about shrinking budgets, I guess one of the more effective strategies in addressing this is to be constantly critical of growth opportunities.
Asiddao: The strategy has always been one that is very structured and another that is very personal. Structured in the sense that we collaborate with HR to address the IT staff, because we cannot do staff management ourselves given that is not our competency. Personally, I have sessions with people where I talk to them and ask them frankly about their lives.
IT executives are left to struggle to keep up with the pace of technological advancements and efficiently cope with IT staff management. But as you have read, getting much more personal with one’s approaches can be very beneficial for IT heads down the road.
Read the Interview in its entirety: http://www.itworldcanada.com/article/cio-roundtable-it-management-in-the-philippines/40118