August 12th 2007 2007年8月12日
HR and IT Strategy人力资源和资讯科技策略
IT is knowledge based and one of the important issues faced by IT management is ‘people issue’. 这是基于知识的一个重要问题所面临的IT管理是'人的问题' 。 This issue not only revolves around hiring, training etc. that can be classified as ‘Talent Management’, it also involves cultural issues (both organizational and country culture as more and more organization become global). 这个问题不仅是围绕雇用，训练等，可以被归类为'人才管理' ，也涉及文化问题（组织和国家的文化，随着越来越多的组织成为全球性） 。 In this evolving complexity, one department that needs to be at the center of this is Human Resource. 在这不断变化的复杂性，一个部门，必须在该中心的，这是人力资源。 It appears that HR is left standing on the sideline and is not providing a viable pan organizational solution. 看来，人力资源是左常务委员会关于副业，并没有提供一个可行的潘组织的解决办法。 HR management still looks at knowledge industry from a manufacturing perspective. 人力资源管理仍期待在知识产业，从制造业的角度来看。 HR organization has not evolved to meet the challenges of Knowledge Industry. 人力资源组织并没有演变为迎接挑战的知识产业。 The solution they have in place is archaic. 解决他们在的地方，是过时的。 For Ex: “Let’s move the resources around…” is the usual mantra for Resource Allocation. 特惠： “让我们的举动资源靠近… … ”是通常的口头禅资源分配。 This made sense for low skilled work with minimal training requirement. 这使得意识，为低技术的工作，以最少的训练要求。 It does not work for IT department. 它没有工作的IT部门。 You cannot move advanced .Net developer to be advanced Java developer with a week of training. 您无法移动先进的。 NET开发人员将先进的Java开发商与一个星期的培训。
Problem is not with HR management alone. 问题不在于人力资源管理。 I think the blame mainly falls on the CxOs - many of whom think HR as a ’second class’ organization and do not involve them in evolution of a business strategy. 我认为责任主要落在了cxos -许多人认为人力资源作为一个'二等'组织，不涉及他们在演化的一个商业策略。 How can HR understand the strategic needs an organization if they are not involved in the process? HR should and must plan a pivotal role in the business strategy because sustaining a competitive advantage is mainly people centric. 又如何能理解人力资源的战略需要有一个组织，如果他们没有参与这一进程？人力资源应该而且必须计划举足轻重的作用，在业务策略，因为维持一个竞争优势，主要是人民为中心的。
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