Abstract
The Information Technology (IT) industry is one that is characterised by rapid change and a heavy reliance on human skills. A study was conducted to qualitatively explore the role of the Human Resource (HR) function in the South African IT industry. Semi-structured individual and focus group interviews with professionals in this function highlighted many opportunities for HR to render a more strategic role in an environment where a skills shortage and many related problem areas exist. The implications of these findings are discussed and proposals for redefining the role of HR in the specific industry are offered.
Highlights
Prior to the 1970’s the Human Resource (HR) function existed primarily as an administrative and transactional function (Gaines-Robinson & Robinson, 2005)
Nature of the industry The Information Technology (IT) industry was referred to as a fast, aggressive industry. It was described by the participants as one of rapid change, aggressive targets and fierce competition, a dynamic industry that can be exciting and challenging to be in: “... a fast, very fast paced industry...very high targets, very high expectations”, “You’ve got to be faster, quicker, you’ve got to be more dynamic...you’ve got to be cleverer than your opposition”, “... it’s a new, fairly new industry and it’s exciting and it’s sexy”. It was further described as profit and budget driven, with a strong focus on profits and budgets that are strictly controlled: “... single-minded focus on business profit”, “We are expected to conquer the world with no budget”
The pace of work and the high incidence of change within organisations were perceived as having a negative effect on the people within it: “... so the pressure is tremendous on the people ... one of the reasons why we lose them, they can’t keep up the pace, it’s not possible for any person”, “It takes convincing, it takes reason, and it takes a will on the part of people to change, but I think people do get a little bit to the point where they get battle and change weary”, “Burnout is a huge issue”
Summary
Prior to the 1970’s the Human Resource (HR) function existed primarily as an administrative and transactional function (Gaines-Robinson & Robinson, 2005). HR should coach managers to improve their people skills, empowering them to deal with their own people issues (Hunter & Saunders, 2005) This role has been taken a step further to the point where HR professionals act as creators or drivers of the business, understanding both internal and external stakeholders (Ulrich & Brockbank, 2005). The proposed models differ in their view of HR’s administrative role Some see it as essential in the delivery of an efficient support function (Ulrich, 1997) whilst others advocate the removal or reduction of administrative and transactional functions through the use of outsourcing services and technology (Gaines-Robinson & Robinson, 2005). Many companies are bringing outsourced functions, such as recruitment, back inhouse (Business Day, 2005)
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