Kate M. Kaiser

IT Workforce Trends: Implications For IS Programs

Findings in an IT workforce study support the emphasis of business content espoused by IS curriculum guidelines. Business domain and project management skills are critical to keep in house while technical skills were cited as the top skills sourced. Paradoxically, technical skills are those cited for entry-level positions. We discuss the issues raised by these findings and recommend several approaches for IS programs to consider. IS programs must offer a functionally integrated curriculum and deliver it in an experiential business context. We provide several examples of innovative pedagogical approaches and industry alliances which demonstrate mechanisms to provide students with a stronger business orientation in applying IT. We recommend a more proactive approach to enrollment including better promotion of IS programs.

Information technology workforce skills: The software and IT services provider perspective

It is now commonplace for an organization to turn to external firms for the provision of IT services and software. As technology advances and the business environment continues to evolve, a key challenge facing IT software and service providers is identifying critical skill sets, both today and in the future. The challenge is compounded as a result of the continuing growth of outsourcing and the increasing demand for technology solutions. This paper explores that challenge through a survey of IT software and service providers. We extend and complement previous studies of non-IT firms by comparing skills sought by non-IT organizations with those of IT services and software providers. Results indicate that, surprisingly, software and services providers place more emphasis on business domain and project management skills than on technical skills. This has implications for the hiring and retention practices of managers, and for academic curriculum and course offerings.

The requisite variety of skills for IT professionals

Introduction IT professionals are beset by ongoing changes in technology and business practices. Some commentators have suggested that, in order to stay competitive, IT professionals should retool themselves to gain competency in specific in-demand technical skills. This article argues that thriving in such a dynamic environment requires competency in a broad range of skills, including not only technical skills, but non-technical skills as well. Our research shows that IT departments in non-IT companies report that while both technical and non-technical skills are important, the skills most critical to retain in-house and most sought in new mid-level employees are non-technical skills such as project management, business domain knowledge and relationship skills. These skills are critical because they enable IT departments to work effectively with other departments, internal users, and external customers and suppliers. Non-technical skills leverage technical skills to augment the organizations overall effectiveness in designing and delivering solutions to meet an organizations challenges and opportunities. These findings depart from previous articles emphasizing technical skills as a basis for valuing IT workers and other research recommending business-oriented skills only for those managing IT workers, not for IT professionals themselves. Our findings lead us to the realization that in todays environment of continuous and fast-paced change, a mix of skills is essential for IT professionals. We believe that the Law of Requisite Variety can help explain the need for greater breadth of knowledge and skills among IT professionals. From cybernetics, the Law of Requisite Variety states that adapting to change requires a varied enough solution set to match the complexity of an environment. In this case, IT workers need a broad enough range of knowledge and skills to meet the demands of their increasingly dynamic and complex profession. Based on our research, we offer a framework outlining six skill categories. We believe that all six skill categories are critically important for the career development of IT professionals.

An investigation of satisfaction when using a voice synchronous GDSS in dispersed meetings

Abstract This paper reports on a laboratory experiment which assesses the effect of a group decision support system (GDSS) on synchronous face-to-face and dispersed meetings with subjects linked via a voice connection. Location and GDSS-use form the basis for a 2×2 research design of 134 groups. Members solved a preference allocation task and reported their satisfaction with the meeting process and its outcome. Both GDSS and location effects were significant for discussion quality, with face-to-face non-GDSS group members reporting the highest level of satisfaction. The GDSS effect alone was significant for discussion effectiveness and outcome, with non-GDSS groups reporting the highest satisfaction. The solution satisfaction measure had a significant interaction between effects. Members of the dispersed GDSS groups appreciated the concept of this setting but not its implementation. Dispersed subjects without GDSS technology were more satisfied with both the process and the outcome of their meeting. When a GDSS was available, face-to-face subjects reported higher satisfaction with the meeting outcome than dispersed subjects.

Using a voice-synchronous GDSS in dispersed locations: a preliminary analysis of participant satisfaction

Preliminary results are given from a laboratory experiment that was performed to assess the effects of using a group decision support system (GDSS) on synchronous face-to-face versus synchronous dispersed location meetings. Subjects in dispersed locations were linked via voice and GDSS screen. Location and GDSS-use formed the basis for two 1*2 designs. Ninety-eight three or four person groups were placed in three treatments: dispersed location with GDSS support; dispersed location without GDSS support; and same location with GDSS support. All groups solved a preference allocation task and then reported their satisfaction with the meeting process and the meeting outcome. Whereas members of the dispersed location GDSS supported groups appreciated the concept of this environment, they did not appreciate its implementation. In a dispersed real-time meeting, subjects who were not supported by GDSS technology were more satisfied with both the process and the outcome of their meeting than subjects who were supported by GDSS technology. When GDSS support was available, subjects in same-location groups reported higher satisfaction with the meeting outcome than those subjects in remote locations.<<ETX>>

A Typology of Requisite Skills for Information Technology Professionals

Based on qualitative and quantitative analysis of data gathered in structured interviews with 96 IT managers and executives, this paper proposes a typology of IT skills. The resulting typology is comprehensive enough to represent both current and future skills, concise enough to do so in a parsimonious and easily understood manner, consistent with general themes from prior research, and generalizable enough to accommodate future changes in the field.

Best practice for grooming critical mid-level roles

The motivation for the study is to examine the effects of several trends on the IT workforce. The purpose of the study is to understand several key mid-level roles in IT client organizations, which are gaining importance for organizations as they employ alternative sourcing arrangements. Mid-level positions, such as project manager, senior system analyst, relationship manager and system architect, continue to be in demand in the organizations we study. Organizations use these roles to design solutions and coordinate their delivery. They also use these roles as a way to allow up-and-coming talent to demonstrate their leadership and problem-solving capabilities. Employees view these roles as an important opportunity to extend their knowledge and skills and to use their experience as a stepping stone toward a management career. This study is intent on better understanding the characteristics, traits and motivations of those who successfully fill these positions and identifying best practices for organizations to identify, develop and retain personnel to fill these roles. Justification for our topic and approach, along with preliminary results, are presented for this work-in-progress.

The information systems enrollment crisis: status and strategies

The purpose of this panel is review the current status of IT jobs and careers, discuss reasons behind the enrollment gap, brainstorm strategies for increasing enrollment, and identify measures of effectiveness.

Technology management and control over resources: An application of strategic contingencies theory

Abstract Technological infrastructure requires significant resources. This paper discusses a particular domain ofthat infrastructure, Information Systems (IS) departments, and investigates their coordination and control in large organizations. Despite evidence showing that information systems departments lack intraorganizational power, IS managers often assume responsibility for managing end-user computing (EUC) in organizations. This study relies on two versions of the strategic contingencies theory of intraorganizational power to determine how IS acquires power over user microcomputer resource acquisition decisions. The results suggest ways that IS can gain power over user-controlled information technologies and offer insight into coordinating and supporting any technological infrastructure.

Mid-Level Information Technology Professionals: Skills and Traits Relevant to Fit, Individual and Organizational Success Factors

A gap exists in understanding organizational career ladders for IT professionals. This gap is especially pronounced in organizations externally sourcing IT related activities to vendors, given that technical positions often feed the pipeline to mid-level roles. Based on prior research and qualitative discussions with key informants, this paper discusses the skills necessary for mid-level roles and proposes individual differences in social skills / traits for several key positions (project manager, senior system analyst, and relationship manager). The authors’ research informs IT professionals as to traits that are most strongly related to success within particular roles. Furthermore, the proposed model and the concept of “fit†will help employers and universities improve coaching and counseling regarding career paths, and contribute to the effectiveness of university curriculum. Finally, this research will inform the types of motivational techniques necessary for organizations to incentivize and achieve results in the form of increased performance, lower turnover, and increased satisfaction.