Volcanoes and trees : identifying a suitable working environment

Towards the end of the 1980s, industry reported an IT “skills crisis”. Academics and practitioners responded by focusing on the extent and nature of the apparent shortfall and identified the most critical skills and roles for the following decade. Ironically, before the next decade had begun, the reported “crisis” reversed, due partly to an economic recession. This unforeseen “miracle” underscored the need for a much longer term view. While the “skills crisis” literature highlighted some very important points, its obsession with the demographic downturn detracted from fundamental issues concerning development of the human resource. Argues that the skills crisis was a product not of a skills shortage, but of a skills wastage resulting from inappropriate organizational practices. These practices are still in evidence. Stimulates analysis of a company′s treatment of their human resources, particularly of IT staff. Scenarios taken from the author′s fieldwork are suggested as tools which can effectively begin this process. Reflects on issues arising from the literature and within that context offers conceptual models of the research. Presents two scenarios for consideration. The first represents the main findings of the fieldwork and the second an “idealized” organizational form.