为满足当今和未来 IT 需求，培训员工还是雇佣新人？
培训
![](/data/attachment/album/201611/14/162557lqjbq5cybdmmjycd.png)


在数字化时代，由于 IT 工具不断更新，技术公司紧随其后，对 IT 技能的需求也不断变化。对于企业来说，寻找和雇佣那些拥有令人垂涎能力的创新人才，是非常不容易的。同时，培训内部员工来使他们接受新的技能和挑战，需要一定的时间，而时间要求常常是紧迫的。


[Sandy Hill](https://enterprisersproject.com/user/sandy-hill) 对 IT 涉及到的多项技术都很熟悉。她作为 [Pegasystems](https://www.pega.com/pega-can?&utm_source=google&utm_medium=cpc&utm_campaign=900.US.Evaluate&utm_term=pegasystems&gloc=9009726&utm_content=smAXuLA4U%7Cpcrid%7C102822102849%7Cpkw%7Cpegasystems%7Cpmt%7Ce%7Cpdv%7Cc%7C) 项目的 IT 总监，负责多个 IT 团队，从应用的部署到数据中心的运营都要涉及。更重要的是，Pegasystems 开发帮助销售、市场、服务以及运营团队流水化操作，以及客户联络的应用。这意味着她需要掌握使用 IT 内部资源的最佳方法，面对公司客户遇到的 IT 挑战。


![](/data/attachment/album/201611/14/162558pjzwfa35laa3kale.png)


**TEP（企业家项目）：这些年你是如何调整培训重心的？**


**Hill**：在过去的几年中，我们经历了爆炸式的发展，现在我们要实现更多的全球化进程。因此，培训目标是确保每个人都在同一起跑线上。


我们主要的关注点在培养员工使用新产品和工具上，这些新产品和工具能够推动创新，提高工作效率。例如，我们使用了之前没有的资产管理系统。因此我们需要为全部员工做培训，而不是雇佣那些已经知道该产品的人。当我们正在发展的时候，我们也试图保持紧张的预算和稳定的职员总数。所以，我们更愿意在内部培训而不是雇佣新人。


**TEP：说说培训方法吧，怎样帮助你的员工发展他们的技能？**


**Hill**：我要求每一位员工制定一个技术性的和非技术性的训练目标。这作为他们绩效评估的一部分。他们的技术性目标需要与他们的工作职能相符，非技术岗目标则随意，比如着重发展一项软技能，或是学一些专业领域之外的东西。我每年对职员进行一次评估，看看差距和不足之处，以使团队保持全面发展。


**TEP：你的训练计划能够在多大程度上减轻招聘工作量, 保持职员的稳定性？**


**Hill**：使我们的职员保持学习新技术的兴趣，可以让他们不断提高技能。让职员知道我们重视他们并且让他们在擅长的领域成长和发展，以此激励他们。


**TEP：你们发现哪些培训是最有效的？**


**HILL**：我们使用几种不同的培训方法，认为效果很好。对新的或特殊的项目，我们会由供应商提供培训课程，作为项目的一部分。要是这个方法不能实现，我们将进行脱产培训。我们也会购买一些在线的培训课程。我也鼓励职员每年参加至少一次会议，以了解行业的动向。


**TEP：哪些技能需求，更适合雇佣新人而不是培训现有员工？**


**Hill**：这和项目有关。最近有一个项目，需要使用 OpenStack，而我们根本没有这方面的专家。所以我们与一家从事这一领域的咨询公司合作。我们利用他们的专业人员运行该项目，并现场培训我们的内部团队成员。让内部员工学习他们需要的技能，同时还要完成他们的日常工作，是一项艰巨的任务。


顾问帮助我们确定我们需要的员工人数。这样我们就可以对员工进行评估，看是否存在缺口。如果存在人员上的缺口，我们还需要额外的培训或是员工招聘。我们也确实雇佣了一些合同工。另一个选择是对一些全职员工进行为期六至八周的培训，但我们的项目模式不容许这么做。


**TEP：最近雇佣的员工，他们的那些技能特别能够吸引到你？**


**Hill**：在最近的招聘中，我更看重软技能。除了扎实的技术能力外，他们需要能够在团队中进行有效的沟通和工作，要有说服他人，谈判和解决冲突的能力。


IT 人常常独来独往，不擅社交。然而如今IT 与整个组织结合越来越紧密，为其他业务部门提供有用的更新和状态报告的能力至关重要，可展示 IT 部门存在的重要性。




---


via: <https://enterprisersproject.com/article/2016/6/training-vs-hiring-meet-it-needs-today-and-tomorrow>


作者：[Paul Desmond](https://enterprisersproject.com/user/paul-desmond) 译者：[Cathon](https://github.com/Cathon) 校对：[jasminepeng](https://github.com/jasminepeng)


本文由 [LCTT](https://github.com/LCTT/TranslateProject) 原创编译，[Linux中国](https://linux.cn/) 荣誉推出


OK
In the digital era, IT skills requirements are in a constant state of flux thanks to the constant change of the tools and technologies companies need to keep pace. It’s not easy for companies to find and hire talent with coveted skills that will enable them to innovate. Meanwhile, training internal staff to take on new skills and challenges takes time that is often in short supply.

[Sandy Hill](https://enterprisersproject.com/user/sandy-hill) is quite familiar with the various skills required across a variety of IT disciplines. As the director of IT for [Pegasystems](https://www.pega.com/pega-can?&utm_source=google&utm_medium=cpc&utm_campaign=900.US.Evaluate&utm_term=pegasystems&gloc=9009726&utm_content=smAXuLA4U|pcrid|102822102849|pkw|pegasystems|pmt|e|pdv|c|), she is responsible for IT teams involved in areas ranging from application development to data center operations. What’s more, Pegasystems develops applications to help sales, marketing, service and operations teams streamline operations and connect with customers, which means she has to grasp the best way to use IT resources internally, and the IT challenges the company’s customers face.

**The Enterprisers Project (TEP): How has the emphasis you put on training changed in recent years?**

**Hill**: We’ve been growing exponentially over the past couple of years so now we’re implementing more global processes and procedures. With that comes the training aspect of making sure everybody is on the same page.

Most of our focus has shifted to training staff on new products and tools that get implemented to drive innovation and enhance end user productivity. For example, we’ve implemented an asset management system; we didn’t have one before. So we had to do training globally instead of hiring someone who already knew the product. As we’re growing, we’re also trying to maintain a tight budget and flat headcount. So we’d rather internally train than try to hire new people.

**TEP: Describe your approach to training. What are some of the ways you help employees evolve their skills?**

**Hill**: I require each staff member to have a technical and non-technical training goal, which are tracked and reported on as part of their performance review. Their technical goal needs to align within their job function, and the non-technical goal can be anything from focusing on sharpening one of their soft skills to learning something outside of their area of expertise. I perform yearly staff evaluations to see where the gaps and shortages are so that teams remain well-rounded.

**TEP: To what extent have your training initiatives helped quell recruitment and retention issues?**

**Hill**: Keeping our staff excited about learning new technologies keeps their skill sets sharp. Having the staff know that we value them, and we are vested in their professional growth and development motivates them.

**TEP: What sorts of training have you found to be most effective?**

**Hill**: We use several different training methods that we’ve found to be effective. With new or special projects, we try to incorporate a training curriculum led by the vendor as part of the project rollout. If that’s not an option, we use off-site training. We also purchase on-line training packages, and I encourage my staff to attend at least one conference per year to keep up with what’s new in the industry.

**TEP: For what sorts of skills have you found it’s better to hire new people than train existing staff?**

**Hill**: It depends on the project. In one recent initiative, trying to implement OpenStack, we didn’t have internal expertise at all. So we aligned with a consulting firm that specialized in that area. We utilized their expertise on-site to help run the project and train internal team members. It was a massive undertaking to get internal people to learn the skills they needed while also doing their day-to-day jobs.

The consultant helped us determine the headcount we needed to be proficient. This allowed us to assess our staff to see if gaps remained, which would require additional training or hiring. And we did end up hiring some of the contractors. But the alternative was to send some number of FTEs (full-time employees) for 6 to 8 weeks of training, and our pipeline of projects wouldn’t allow that.

**TEP: In thinking about some of your most recent hires, what skills did they have that are especially attractive to you?**

**Hill**: In recent hires, I’ve focused on soft skills. In addition to having solid technical skills, they need to be able to communicate effectively, work in teams and have the ability to persuade, negotiate and resolve conflicts.

IT people in general kind of keep to themselves; they’re often not the most social people. Now, where IT is more integrated throughout the organization, the ability to give useful updates and status reports to other business units is critical to show that IT is an active presence and to be successful.

*Download “ IT Talent Crisis: Proven Advice from CIOs and HR Leaders” to learn the unique ways CIOs and industry experts are navigating their own talent management struggles, and 12 actionable tips for surviving the IT talent crisis.*