Hiển thị các bài đăng có nhãn IT trend. Hiển thị tất cả bài đăng
Hiển thị các bài đăng có nhãn IT trend. Hiển thị tất cả bài đăng

Thứ Hai, 9 tháng 4, 2012

10 IT Job roles that are hardest to fill

The IT job market is usually a seller’s market, even in tough times like these. But some IT roles are especially difficult to fill. Here are 10 jobs that typically send companies into fits when they need to hire for them.

1: IT trainer

IT trainers play a unique role in the IT world, and they need a unique skill set. By itself, this position would be hard enough to fill. But add the fact that being a trainer differs in many ways from the typical IT job, along with the frequent need for travel, and you have a recipe for “tough hire.”

2: Project manager

The biggest problem in hiring project managers is usually self-imposed: the “requirement” of aPMP certification. Why does that make it hard to hire? It isn’t just that folks with PMP certification are expensive and tough to find. It’s the difficulty of obtaining the certification in the first place. The certification has a “chicken and egg” logic to it: To earn it, you need to be managing projects… but it can be hard to get project management work without the cert. As a result, the talent pool is artificially small, and many otherwise well-qualified candidates get filtered out.

3: CIO/CTO/director of IT/etc.

IT leadership roles are extremely difficult to fill. Like IT trainers, leadership positions require the candidates to have skills that just are not learned in the typical IT job. Companies are forced to hire good leaders with weak (or nonexistent) technical knowledge or to hope that a technical person can learn the leadership and business skills required to be a success. It is difficult to find someone who has good “crossover” skills and whom you feel comfortable with, making leadership positions hard to fill.

4: Help desk staff

The basic problem with filling help desk jobs is that they usually pay far less than the person you really want to hire will accept. Plenty of people can do a perfectly fine job with the help desk position, despite the technical skills required and its challenges for workers (the stress of metrics they have little control over, like “average time to answer calls” and ticket closure rates, dealing with angry people over a phone, etc.). But how many of them are actually going to work for what the help desk job pays?
Most companies see the help desk as a necessary evil, a cost center to be contained. And in a way, they are right. With razor thin margins in many industries, the cost of support can make or break the profitability of a company. So it is natural for them to squeeze the salaries as hard as they can. But for managers looking for well-qualified workers, those tight budgets make it impossible to get the right help, unless they find a diamond in the rough or someone with a tough job situation.

5: Specialized programmer

Device drivers, operating systems, and mobile applications: Any idea what they have in common? The developers who know how to write those kinds of software and do a good job of it are exceedingly rare — or there is a high demand for a relatively small number of developers. Some of these positions are just so specialized that only a handful of developers are doing it. Others (like mobile applications) have lots of developers out there, but the demand is just so high that the companies looking to make a hire have positions unfilled for months at a time.

6: Pre-sales engineer

Pre-sales engineer is another IT-related job that requires a diverse range of talents beyond the technical. To make it an even harder position to fill, it is a job that requires a lot of travel. Simply put, nothing can substitute for the hands-on demonstration when it comes to closing a deal. And on top of that, the job is almost pure customer service, often in person, which many IT people do not want to deal with, especially considering that they have other job options. A pre-sales engineer needs the heart of a salesperson wrapped in the mind of an IT pro, and that’s a tricky mix to find.

7: Technical writer

Now, I’m not talking about bloggers and their ilk, but the folks who do things like write product manuals and help files. There is a reason why these tasks often fall on the shoulders of the developers, even when the company is willing to spend the money on hiring a technical writer: It is hard to find people who can write coherently, in a language that the end user can grasp, and who understand the technical side of things! This isn’t a matter of hiring an English major who is “tech savvy” like people assume, either. Technical writers are hard to find, and good ones are even tougher.

8: Product evangelist

The product evangelists are the “face of the company” when it comes to the technical side of their business. They are the ones giving presentations at technical conferences around the world, hanging out in forums answering questions, constantly blogging, reaching out to folks on social media… and at the same time, they need to be on the cutting edge of their industry’s technical knowledge. Few IT jobs involve as much travel as product evangelist. The right person needs to have an absolute passion for the work and for the company and its specific products, as well as the technical knowledge and soft skills to handle the job. This means that even if someone is a great evangelist at one company, he or she will probably be a poor hire for any other company doing the same job.

9: IT author

Writing technical blogs and articles is often seen as an easy job, and most of us are doing it as a secondary job. (Only a few folks can put a roof over their head with this work.) There are plenty of technical people out there who can use some extra money. All the same, it’s a bear to find people who are not only willing to give it a shot, but who will stick with it long enough to really become “part of the team.”
There is a lot of churn, as folks are bursting with great article ideas when they are hired, and a month later they have written everything they wanted to write and are stuck with a lack of article ideas. This is why you see certain names pop up in so many places. The number of IT authors who can consistently produce high quality content year in and year out is shockingly small. And that is just for the “magazine” style writers! Even big sites like TechRepublic are frequently searching for authors because it is so difficult to find the right people. Book authors are even more difficult to find, since the role combines the details needed for a technical writer with the ability to produce a multiple-hundred page tome, typically for just a few thousand dollars.

10: Maintenance/legacy programmer

Most programmers have seen these jobs before; they are typically disguised as something else, because so few developers want them. What are they? Jobs involving the maintenance of existing applications, often ones that have been around a long time and written in a legacy technology. Few programmers are willing to take these jobs because they are the kiss of death for a career. In an industry where “cutting edge” today is “obsolete” in a few years, working with technology already considered “legacy” means that you are likely to be stuck with the job for a long, long time unless you are willing and able to reinvent yourself outside the workforce.
On top of that, the work is miserable! You have to wade through endless amounts of poorly documented code that someone who is long gone wrote a decade ago. What usually happens is that companies hire junior and entry-level developers who are struggling to find work, luring them in with an ad that promises that it doesn’t matter what they know (because of course, anything they know isn’t old enough to be applicable anyway) and a “willing to train” clause. Experienced and intermediate programmers tend to stay far, far away from these jobs, unless they are also niche jobs. And the people who do get hired often they realize what a mess they’ve gotten into and see that the longer they stay, the harder it will be for them to get out — so they quickly head for the exits.

Other hard-to-fill jobs?

Have you run into problems trying to hire qualified people for certain types of IT positions? Share your experiences with fellow TechRepublic members.

Thứ Hai, 9 tháng 1, 2012

Đà Nẵng dồn sức cho công nghệ cao, công nghệ thông tin và công nghệ sinh học

(ĐNĐT) - Ngày 6-1, UBND thành phố Đà Nẵng tổ chức Hội nghị phối hợp phát triển khoa học và công nghệ (KH&CN) nhằm tổng kết chương trình phối hợp giữa Bộ KH&CN và UBND thành phố giai đoạn 2007-2011 và đề ra chương trình phối hợp giai đoạn 2012-2015.



Lãnh đạo Bộ KH&CN và UBND thành phố ký kết Chương trình phối hợp phát triển KH&CN giai đoạn 2012-2015.
Bộ trưởng KH&CN Nguyễn Quân, Bí thư Thành ủy Đà Nẵng Nguyễn Bá Thanh, Chủ tịch UBND thành phố Đà Nẵng Văn Hữu Chiến chủ trì hội nghị.

Báo cáo tại hội nghị cho biết, trong 5 năm thực hiện Chương trình phối hợp với Bộ KH&CN, thành phố đã có những bước đột phá quan trọng trong đào tạo, phát triển nguồn nhân lực chất lượng cao và chính sách thu hút nguồn nhân lực; tạo hành lang pháp lý ổn định và thông thoáng để sự nghiệp KH&CN phát triển đúng hướng và hiệu quả.

Nhờ sự hỗ trợ của Bộ KH&CN, thành phố đã xây dựng Trung tâm Công nghệ phần mềm, tạo cú hích cho xuất khẩu phần mềm, tăng từ 500 triệu đồng vào năm 2006 lên 1,798 tỷ đồng vào năm 2010. Từ đó, thành phố mạnh dạn xúc tiến xây dựng Khu công nghiệp CNTT tập trung và cũng đã đạt được một số khả quan trong việc ứng dụng công nghệ sinh học trong y dược, xử lý môi trường và sản xuất, chế biến nông lâm ngư nghiệp. Đây là những tiền đề quan trọng để thành phố đề nghị Bộ KH&CN hỗ trợ xây dựng Khu công nghệ cao…

Phát biểu tại hội nghị, Bí thư Thành ủy Nguyễn Bá Thanh nhấn mạnh, trong 10 năm qua, thành phố Đà Nẵng luôn quan tâm và tập trung đầu tư cho nghiên cứu khoa học và KHCN. Trong thời gian tới, thành phố sẽ dồn sức đầu tư cho 3 lĩnh vực trọng tâm, đó là công nghệ cao, công nghệ thông tin, công nghệ sinh học.

Ông Nguyễn Bá Thanh đề nghị Bộ KH&CN hỗ trợ, giúp đỡ về đội ngũ cán bộ, nguồn nhân lực chất lượng cao, đồng thời giới thiệu, tiến cử các chuyên gia hàng đầu, các nhà doanh nghiệp lớn có uy tín đầu tư vào 3 lĩnh vực trên. Thành phố sẽ có chính sách ưu tiên đặc biệt đối với cán bộ giỏi đến công tác và làm việc tại Đà Nẵng.

Bộ trưởng Bộ KH&CN Nguyễn Quân đánh giá cao sự quan tâm của lãnh đạo thành phố trong việc đầu tư và hỗ trợ cho các hoạt động của KH&CN trong thời gian qua, đặc biệt là chính sách trọng dụng cán bộ, chăm lo cho người tài. Bộ trưởng tin tưởng rằng, với kinh nghiệm trong việc giải phóng mặt bằng nhanh, Đà Nẵng sẽ triển khai Khu công nghệ cao sớm hơn so với Hà Nội và TP Hồ Chí Minh.

Thứ Tư, 30 tháng 11, 2011

We're entering the decade of the developer


Takeaway: IT professionals were the heroes of recent decades when they helped enable big productivity gains. The next decade will have a new set of heroes: Developers. Learn why.
The major productivity gains of late 1990s and early 2000s were powered by the spread of information technology throughout organizations of all sizes. And it made IT professionals invaluable. However, the technology world remains in the midst of a relentless transformation and the changes sweeping the industry over the next decade will make developers, not IT pros, the new superstars.
We shouldn’t forget that the innovations we now take for granted have streamlined business communications and commerce in big way. I’m talking about PCs on every desk, computer networks for file and printer sharing, email, shared calendars, and ultimately the Web . These innovations gave a turbo boost to existing companies and spawned the rise of nimble new companies that were able to run circles around the incumbents in many industries.
These 1990s innovations made nearly all organizations deeply dependent on new technologies and they hired IT professionals in droves in order to troubleshoot problems, train employees how to use the new digital tools, and to “keep the world running,” as it were.
But that revolution is over. The technologies are deployed. The users are trained. The data centers are built. In recent years, no new IT innovations have arisen that can transform businesses the way corporate networks or email groupware or the Web did a decade ago. Nearly everything IT is doing now is tweaking and incremental upgrades to existing technologies.
Worse, the new tech trends that are arising often adapt and iterate faster than traditional IT departments can handle. Take Web applications and smartphones for example. The product and upgrade life cycles are so short that IT’s time-tested procedures (test, harden, and deploy) leave IT in a position of rolling out stuff that is already outdated by the time they rubber-stamp it for employee use.
That’s why many employees have started using their own laptops, smartphones, and Web apps to get work done — sometimes clandestinely — and it’s why many companies have reduced the size of their IT departments. Some, such as author Nicholas Carr, have even predicted the demise of IT altogether.
TechRepublic recently asked its CIO Jury to weigh in on the future of the IT department and the verdict was mixed, with half thinking IT will continue to shrink and the other half thinking all boats will rise as technology becomes even more embedded in modern organizations.
I tend to side with the shrinkers, with the exception of a few industries such as health care that have traditionally lagged in IT innovation and are now quickly catching up (a phenomenon borne out in the comments from the CIO Jury poll). But, that won’t last forever.
Why? Many computer products have become so cheap that it’s often easier to replace than to repair. Plus, IT services have become highly commoditized. There are plenty of technicians and administrators to fill up the labor pool (unlike the IT labor shortage a decade ago), and there are plenty of consultants who can fill in the gaps when needed. The really good IT professionals will still cost you a pretty penny, but they’re worth it because they can make your organization more efficient or innovative, or both.
The other factor is expectations. Now that workers have been using this stuff for over a decade, they just expect it to work. There’s less tolerance than ever for downtime or buggy systems, especially when companies have outsourced it to service providers who promise best-of-breed experts on the clock 24/7/365. But, even when companies have an expensive in-house IT department that has been hired to make everything run like clockwork, they don’t tolerate interruptions.
IT is now a utility. And increasingly, it’s just a utility that gets you to your apps
Applications have always been king — to an extent. It was apps that decided the winner of the PC wars of the 1980s, empowering IBM and then Microsoft to victories over Apple.
But today’s app environment is different. It’s faster. It’s more incremental. It’s multi-platform. It’s more device-agnostic.  And it’s shifting more of the power in the tech industry away from those who deploy and support apps to those who build them. Oh, and did I mention that it’s easier to get started, so there’s also a lot more competition?
This new app model began in smartphones, with the App Store for Apple’s mobile OS, but it has spread to other mobile platforms such as Android and more recently to netbooks and tablets as well. And it’s only a matter of time before it spreads to desktop, Web, and enterprise apps, which will each get their own nuanced versions of app stores.
It will be especially interesting to see how well really big software packages can adapt and get more modular, and possibly embrace open standards so that data can flow more easily between best-of-breed apps and modules. But, however it plays out, the momentum behind this app model is too great for it not to affect traditional software packages and software implementation methods.
It’s a simple equation. When there’s less tech support, there’s a lot more emphasis on apps that just work. And the new app model forces developers to make apps that can deliver immediate value to users, otherwise they’ll get passed over for the next app.
This breeds a survival-of-the-fittest environment for developers, but make no mistake, there’s never been a better time to be a developer.
In this environment, developers have tremendous opportunities for independence and creativity. Individual developers and small teams of developers (sometimes in concert with designers and project managers) can now build mini empires for themselves, thanks to the micropayment systems that allow one developer with a PayPal account to have virtually all of the infrastructure needed to start a consulting business.
Industrious developers can even work for a big company or an app development team as a day job and then moonlight as an independent developer with a few of his or her own apps that can potentially generate residual income. Meanwhile, experienced app developers can freelance for multiple clients and build a small consultancy by helping businesses of all sizes get into the app game.
For these developers, location matters less than ever, too. A developer with email, a Skype account, and a half-decent Web portfolio can typically find pretty good work, even from clients in remote locations. Plus, the tools for team collaboration over the Web are getting better all the time and will continue to break down geographic barriers.
The demand for developers is increasing because everyone wants an app now — from Target to Allstate to Joe’s Garage down the street. They started with mobile but we should expect this to spread to tablets, desktop widgets, and eventually TVs (once platforms like Android and iOS get embedded in the living room experience). Having a multi-platform app strategy will become standard procedure for new companies the way having a website is today.
The sweeping changes in the tech industry will continue to have unpredictable consequences and will produce new sets of winners and losers. Traditional IT roles are not going to go away, but they will be under increased pressure and are likely to become more concentrated in service providers. At the same time, developers are about to step into the spotlight. This is going to be their decade.