Staffing And Employee Job Satisfaction
Staffing and Employee Job Satisfaction
IVK has had a hard time with communication among their different groups. As we learned from Barton throughout the book, each department has a problem communicating with the next. Whether they do not understand each other or they believe their issues are more important than the next, it hinders progress and needs to change. From a consultant’s perspective, we will be analyzing how IVK can keep their current employees happy and creative, help them to understand the value of hours worked vs. number of hours worked and create a contingency plan for if a key member of the team is lost.
IT in itself is a different beast. Most members of the IT department cannot cross function like many jobs can. For instance Ruben could not do the job that Cho does because he is a specialist. Due to this, if one person is lost it could cost the company in time and production. You have basically put all of your eggs in one basket and once that breaks you have nothing left. How do create an environment where if one person goes you can quickly fill the position?
In this technological age, we find more specialists are broadening their scope as it makes them more marketable. IVK first needs to assess their current group. As Barton used the white board, you list all employees by function and groups. As you begin to see who can cross function and who is just a specialist, you see your bottle neck right away. You look at the overlaps and then the ones you feel comfortable with take out of the equation. Now that you have a clear view of the skills your team has, try to figure out who could produce more talent in other areas. Ivan, who is brilliant in coding, is also in architect. So now IVK should find jobs for him to do in both areas. Cho is a network specialist, would he be willing to go to school and take on another specialty? If they try to cross train their people, they would not just be relying on one person. Companies, especially dealing with
IVK has had a hard time with communication among their different groups. As we learned from Barton throughout the book, each department has a problem communicating with the next. Whether they do not understand each other or they believe their issues are more important than the next, it hinders progress and needs to change. From a consultant’s perspective, we will be analyzing how IVK can keep their current employees happy and creative, help them to understand the value of hours worked vs. number of hours worked and create a contingency plan for if a key member of the team is lost.
IT in itself is a different beast. Most members of the IT department cannot cross function like many jobs can. For instance Ruben could not do the job that Cho does because he is a specialist. Due to this, if one person is lost it could cost the company in time and production. You have basically put all of your eggs in one basket and once that breaks you have nothing left. How do create an environment where if one person goes you can quickly fill the position?
In this technological age, we find more specialists are broadening their scope as it makes them more marketable. IVK first needs to assess their current group. As Barton used the white board, you list all employees by function and groups. As you begin to see who can cross function and who is just a specialist, you see your bottle neck right away. You look at the overlaps and then the ones you feel comfortable with take out of the equation. Now that you have a clear view of the skills your team has, try to figure out who could produce more talent in other areas. Ivan, who is brilliant in coding, is also in architect. So now IVK should find jobs for him to do in both areas. Cho is a network specialist, would he be willing to go to school and take on another specialty? If they try to cross train their people, they would not just be relying on one person. Companies, especially dealing with