11–20 of 449 posts
I'm wondering what is the cognitive dissonance with employers who are unwilling to train workers. I mean, I understand the reasons if you're a an SMB, but large corporations used to train their employees or hold something close to apprenticeship programs. I'm guessing this is more along the lines of "we want qualified work but we're not really willing to pay for it"?
Pay. More. This. Is. The. Market. Speaking.
Combined that cuting spendings in education.
And now act surprised at the result.
You have two groups: 1. 5 million unemployed people 2. very highly sought after workers The employers complaining about people in group 2 being scarce are merely not paying enough. The workers complaining in group 1 need more skills that the market wants. They're at different ends of the spectrum. Other than that they live in the same country, they really don't have much to do with each other. Whether you can convert…
If you're a good developer, 99% of the time it's better to work remotely from Europe for a US company. It really is a simple problem to solve -- pay talented people in Europe more. And yet, for some reason, this is often dismissed by CEOs as a ridiculous statement. They're probably the same people who think you need 100 software engineers to complete a complex technology project.
I'm wondering what is the cognitive dissonance with employers who are unwilling to train workers. I mean, I understand the reasons if you're a an SMB, but large corporations used to train their employees or hold something close to apprenticeship programs. I'm guessing this is more along the lines of "we want qualified work but we're not really willing to pay for it"?
> I'm wondering what is the cognitive dissonance with employers who are unwilling to train workers. I mean, I understand the reasons if you're a an SMB, but large corporations used to train their employees or hold something close to apprenticeship programs. It was far less common for people to change jobs back then, too. Neither employers nor employees feel any real loyalty towards one another, so investing in one an…
Are there no velvet/golden handcuffs allowed in .es?
I'm wondering what is the cognitive dissonance with employers who are unwilling to train workers. I mean, I understand the reasons if you're a an SMB, but large corporations used to train their employees or hold something close to apprenticeship programs. I'm guessing this is more along the lines of "we want qualified work but we're not really willing to pay for it"?
> I'm wondering what is the cognitive dissonance with employers who are unwilling to train workers. I mean, I understand the reasons if you're a an SMB, but large corporations used to train their employees or hold something close to apprenticeship programs. It was far less common for people to change jobs back then, too. Neither employers nor employees feel any real loyalty towards one another, so investing in one an…
Pay. More. This. Is. The. Market. Speaking.
Earlier quoted context omitted.
> I'm wondering what is the cognitive dissonance with employers who are unwilling to train workers. I mean, I understand the reasons if you're a an SMB, but large corporations used to train their employees or hold something close to apprenticeship programs. It was far less common for people to change jobs back then, too. Neither employers nor employees feel any real loyalty towards one another, so investing in one an…
> There's nothing to incentivise someone to stay once he's learnt the skills he needs to get a position elsewhere. Are there no velvet/golden handcuffs allowed in .es?
"Pimentel’s client asked him for list of candidates trained in “Agile” project management techniques for helping companies boost their productivity by using more I.T. systems. The client was offering as much as 200,000 euros ($220,000) a year -- almost 10 times the average salary in Spain."
So they're willing to pay ten times the going rate, but they're not willing to take the time to train anyone?
But wait; there's more!
"But such people are thin on the ground in Spain. It takes at least eight months for an experienced software developer to earn an Agile qualification and they also need the ability to deal with senior executives, limiting the pool of people who could potentially fill the roles."
Again, note that they're willing to pay ten times the going rate, so training them for eight months and then paying them the regular wage would pay for itself after a few months on the job; but they still won't train. More importantly, look at the part which I italicized. Dealing with senior executives takes special skill? I am but a lowly suburban nerd, and the ways of my betters intimidate me, so could someone enlighten me as to what that journalist is talking about? I have a sneaking suspicion that Clay Shirky knows.
http://www.shirky.com/weblog/2013/11/healthcare-gov-and-the-...
"Back in the mid-1990s, I did a lot of web work for traditional media. That often meant figuring out what the client was already doing on the web, and how it was going, so I’d find the techies in the company, and ask them what they were doing, and how it was going. Then I’d tell management what I’d learned. This always struck me as a waste of my time and their money; I was like an overpaid bike messenger, moving information from one part of the firm to another. I didn’t understand the job I was doing until one meeting at a magazine company.
"The thing that made this meeting unusual was that one of their programmers had been invited to attend, so management could outline their web strategy to him. After the executives thanked me for explaining what I’d learned from log files given me by their own employees just days before, the programmer leaned forward and said “You know, we have all that information downstairs, but nobody’s ever asked us for it.”
"I remember thinking “Oh, finally!” I figured the executives would be relieved this information was in-house, delighted that their own people were on it, maybe even mad at me for charging an exorbitant markup on local knowledge. Then I saw the look on their faces as they considered the programmer’s offer. The look wasn’t delight, or even relief, but contempt. The situation suddenly came clear: I was getting paid to save management from the distasteful act of listening to their own employees."
EDIT: formatting