More than any other profession, IT requires its
practitioners to undergo reskilling throughout their careers. IT is
so broad, and its rate of change so rapid, that continually
expanding and updating skills is an essential part of being an IT
professional.
The National Computing Centre's best practice guide to IT
recruitment and retention warned, "No IT practitioner should expect
an employer to provide them with a lifetime career, but they will
expect opportunities to progress their career over the next few
years."
Training is often considered a perk, but it must be selective
said the guide's author John Eary.
"The practice of sending staff on courses as a form of reward,
or because it is 'their turn' is still prevalent," he said. This is
not cost-effective.
"Training is expensive both in cost of provision and in loss of
staff availability during training - it should be driven by
business need and regarded as an investment that generates a return
through skills acquisition."
But not training can be even more expensive. The Chartered
Institute of Personnel and Development's survey on training and
development last year showed that 95% of employers see training as
a way to improve retention, but also a way to avoid recruitment
costs and reduce sickness absence.
"Training is a key retention tool," said Nick Russell, associate
director, consultancy, at The Work Foundation. "It is part of the
employee's psychological contract of employment - ensuring that
they get the opportunity to develop and improve their skills."
Offering training is increasingly a hygiene factor, he said -
something that will tick the box for prospective and existing IT
staff.
For Best Places to Work in IT 2005 winners and runners up,
training was an essential factor for being a best place to work in
IT.
"We consider training a fundamental requirement for all
employees," said Tim Dadswell, IT manager at engineering company WS
Atkins. "Development of skills is key for the individual to realise
their own potential and to highlight the confidence the group
places in their work and its willingness to invest in their
personal growth.
"Our chosen training courses might be predominantly concerned
with the latest technologies but we are also placing more and more
emphasis on improving the character of the employee and
employer."
At the Department for International Development, head of IT
Simon Jones is equally adamant.
"We have a commitment to staff training and development for the
current job and for future career development, including a
mentoring scheme and formal training courses," he said.
IT services company ITRM also invests heavily in training. Head
of IT Dave White said, "We employ a part-time trainer, and we also
have a partnership with a national training group."
Stephen Coleman, regional IT manager at cosmetics company Avon,
said, "We firmly believe in equipping IT staff with the best skills
and general training available."
Paddy Maguire, service delivery manager at educational IT
supplier Classroom 2000, which has 102 IT staff, said, "Our target
for staff training is 500 days a year - this is usually exceeded.
We have a target to have 10% of staff on self-initiated courses: we
support these by paying fees and allowing time for lectures,
studying and examinations."
At healthcare IT supplier Newchurch IT employees embark on a
programme of continuous professional development to update
professional knowledge and improve personal competence, said
training co-ordinator Nick Harrison. "This is achieved through
internal and external training, including a comprehensive mandatory
two-day induction course for all new starters. Training needs are
identified through performance management and personal choice," he
said.
The approach to IT training is increasingly flexible.
At software company Cobweb, for example, Daniel Germain,
technical operations manager, said, "Training is provided within
the company with a series of workshops and training sessions,
external training is catered for and senior technical staff will
attend at least one course per year. Exam fees, training resources
and books are provided at all levels."
At ITsupplier Compuware, e-learning is available for all staff,
whose personal development plans use a blend of formal training,
self-study, exam certification, coaching, study leave and
on-the-job training, and at the land registry, training courses are
offered at times to suit part-time staff.
There is also growing emphasis on non-technical training to
develop both personal and business skills, as IT increasingly
becomes a partner for business.
Avon, for example, offers its IT staff non-IT training
opportunities, such as courses organised by the company's human
resources department, including strategy essentials and assertive
skills, said Coleman.
Providing training in these softer skills can provide more than
just IT staff better able to support business strategy.
"Where such training is cathartic and helpful for the
individuals themselves, their nature is to have a personal and
emotional impact on staff which they will transfer to the company
in terms of increased loyalty," said Russell.
Training - going beyond the basics
- The pace of technological development means continual
reskilling of IT staff is essential
- Although expensive to provide, a company's commitment to
training is a key differentiator in the IT skills market, both for
recruitment and retention
- Training should be selective, on the basis of business need,
not used as a perk for staff
- Investing in staff skills and development engages loyalty and
commitment
- Although employees can sometimes be required to repay training
costs if they leave too soon, this is a general risk for employers
and requires an exchange of trust
- Training can be delivered in a wide variety of methods to suit
both employee and employer needs
- IT staff increasingly require training in interpersonal and
business skills, not just technical updates.