|
|
Corporate hiring policies must enter the computing ageDouglas E. WelchPC Week, August 26, 1991 v8 n34 p61(1) COPYRIGHT Ziff-Davis Publishing Co. 1991
A cry for computer-literate employees is being sounded throughout corporate America. They seem so hard to find, but how hard are companies really looking for them? Hiring horror stories are heard within every company on an almost daily basis. Employees are being placed in critical positions that require computer use without the necessary skills to do their jobs. Training costs are soaring, and experienced people are sometimes turned away in favor of someone who demonstrates good skills on an outdated typewriter. Human-resource departments don't seem ready for the new challenges that computerization present. Job placement hasn't changed much since the 1950s, while the skills required have expanded a hundredfold. How can information systems (IS) or any other department expect experienced employees when Human Resources is not prepared for the search? The first changes must occur during the interview process. Interviews at most companies consist of several skills tests. Among these are the ubiquitous typing test and fast note-taking test. Are these the skills that companies should be testing in this era of word processors, dictation machines and electronic mail? These skills belong to a bygone era. Today we need people who can use a word processor, create and maintain databases, and deliver accurate and critical spreadsheets on time. These people must also be able to troubleshoot their own basic, common-sense problems. Computers require more than raw input abilities. They require that users be able to manage, distill and present information in a professional way. Some companies are even passing up the very people they seek, due to outdated measures of competence. Human Resources can't be faulted completely. The computer industry moves at a frightening pace, and it is difficult to maintain an understanding of skills and position requirements. The way out of this problem is obvious: Human Resources must establish a working relationship with IS departments to improve their effectiveness. In most companies, IS departments are responsible for creating and maintaining hardware and software standards. Together with Human Resources, they can develop reliable and accurate placement methods, and establish skill levels and experience standards for positions requiring computer use. IS can also assist by developing skills tests that more accurately reflect the needs of everyone involved. Another important part of any computer-literate department is the establishment of standard training programs for incoming employees. Not every person will come totally prepared for every occasion. Evaluating training needs and integrating this training into orientation programs should be a high priority for Human Resources. Throughout the country, human-resource departments must realize that their role is more important now than at any other time. With the growing lack of experienced personnel and the rate of development in the computer industry, it is up to Human Resources to sort the wheat from the chaff and deliver the resources required by their companies.
Douglas E. Welch is a support analyst at a major entertainment firm in Southern California.
|