PART THREE
Questions 13– 18
Read the article about below about problems in the IT industry and the questions on the opposite page .
For each question 13 – 18 , mark one letter (A, B, C or D ) on your Answer Sheet for the answer you choose.
Problemsinthe ITindustry
In the information technology industry, it is widely acknowledged that how well IT departments of the future can fulfil their business goals will depend not on the regular updating of technology, which is essential for them to do, but on how well they can hold on to the people skilled at manipulating the newest technology. This is becoming more difficult. Best estimates of the current shortfall in IT staff in the UK are between 30,000 and 50,000, and growing.
And there is no end to the problem in sight. A severe industry-wide lack of investment in training means the long-term skills base is both ageing and shrinking. Employers are chasing experienced staff in ever-decreasing circles, and , according to a recent government report, 250,000 new IT jobs will be created over the next decade.
Most employers are confining themselves to dealing with the immediate problems. There is little evidence, for example, that they are stepping up their intake of raw recruits for in-house training, or retraining existing staff from other functions. This is the course of action recommended by the Computer Software Services Association, but research shows its members are adopting the short-term measure of bringing in more and more consultants on a contact basis. However, this approach is becoming less and less acceptable as the general shortage of skills, coupled with high demand, sends contractor rates soaring. An experienced contract programmer, for example, can now earn at least double the current permanent salary.
With IT professionals increasingly attracted to the financial rewards and flexibility of consultancy work, average staff turnover rates are estimated to be around 15%. While many
companies in the financial services sector are managing to contain their losses by offering skilled IT staff ‘golden handcuffs’ – deferred loyalty bonuses that tie them in until a certain date – other organizations, like local governments, are unable to match the competitive salaries and perks on offer in the private sector and contractor market, and are suffering turnover rates of up to 60% a year.
But while loyalty bonuses have grabbed the headlines, there are other means of holding on to staff. Some companies are doing additional IT pay reviews in the year and paying market premiums. But such measures can create serious employee relations problems among those excluded, both within and outside IT departments. Many industry experts advise employers to link bonuses to performance wherever possible. However, employers are realizing that bonuses will only succeed if they are accompanied by other incentives such as attractive career prospects, training, and challenging work that meets the individual’s long-term ambitions.
This means managers need to allocate assignments more strategically and think about advancing their business. Some employers advocate giving key employees projects that would normally be handled by people with slightly more experience or capability. For many employers, however, the urgency of the problem demands a more immediate solution, such as recruiting skilled workers from overseas. But even this is not easy, with strict quotas on the number of work permits issued. In addition, opposition to the recruitment of IT people from other countries is growing, as many professional believe it will lead to even less investment in training and thus a long-term weakening of the UK skills base.
According to the first paragraph, the success of IT departments will depend on
Atheir success at retaining their skilled staff.
Bthe extent to which they invest in new technology.
Ctheir attempts to recruit staff with the necessary skills.
Dthe ability of employees to keep up with the latest developments.
A problem referred to in the second paragraph is that
Athe government needs to create thousands of new IT posts.
Bthe pool of skilled IT people will get even smaller in the future.
Ccompany budgets for IT training have been decreasing steadily.
Dolder IT professionals have not had adequate training.
15What possible solution to the long-term problems in the IT industry is referred to in the third paragraph?
Aensure that permanent staff earn the same as contract staff
Bexpand company training programmes for new and old employees
Cconduct more research into the reasons for staff leaving
Doffer top rates to attract the best specialist consultants
16 In some businesses in the financial services sector, the IT staffing problem has led to
Acash promises for skilled staff after a specified period of time.
Bmore employees seeking alternative employment in the public sector.
Cthe loss of customers to rival organizations.
Dmore flexible conditions of work for their staff.
17 Employers accept that IT professionals are more likely to stay in their present post if they
Aare set more realistic performance targets.
Bhave a good working relationship with staff in other departments.
Care provided with good opportunities for professional development.
Dreceive a remuneration package at top market rates.
According to the final paragraph, the UK skills base will be weakened by
Achanges to managers’ strategic thinking.
Binsufficient responsibility being given to IT staff.
Cthe employment of IT staff with too little experience.
Dthe hiring of IT personnel from abroad. |
