Somewhere between our in-depth consultants’ guides and our short AnalystNotes that discuss specific aspects of IT careers, there is a need for an up-to-dateoverview of IT career structures. This is it. It has been written with both IT and ITHR managers very much in mind.The key points developed and discussed in this overview are:
Despite a widespread desire to introduce industry-standard professional ITcareer structures, these do not work.
It is nevertheless important that CIOs define the career structure and pathsfor their people. This can help leverage more from employees and retainthose who are most needed, now and in the future.
Most IT career structures are based on the role family model, oftenreferencing Skills Framework for the Information Age (SFIA). Though othermodels are sometimes seen, they are often considered over-complex.
By linking pay, performance management, training and development to aclear statement of requirements enshrined in an IT career structure, CIOscan create a powerful tool for migrating their IT employees towards what isneeded for future success.
Changes in the way systems are used, built, hosted and supported meanthat what is required of IT people is continually changing: IT careerstructures must change to reflect new requirements.
IT career structures are not HR toys, created as a sop to good HR practice.They are levers for change