The Information Technology Industry is a massive recruiter of graduates, but hires relatively small numbers of MBAs, largely into business development, internal consulting, sales and marketing functions, though a small number of MBAs do return to technical funtions. It is important to have the right combination of technical skills and to keep them up to date, which is why seeking advice is important at every stage of your IT career.
Traditional IT Careers
Hardware and software providers have always recruited for technical posts at the graduate level. The scale ranges from major providers like IBM which recruits about 500-600 graduates and up to 100 MBAs a year in the UK alone, to smaller software houses recruiting maybe one or two graduates and MBAs, often specialising in single products or small market segments such as multimedia or financial services.
Smaller companies tend to look for people with a computer science background to cut back on training. The environment in a smaller company is often more entrepreneurial and so offers broader exposure to a variety of skill sets and faster growth opportunities for an MBA. Larger companies do provide the best training, as a rule, and offer rotations in different divisions.
Systems Programming and Design
This remains largely the domian of fresh graduates, rather than MBAs. What is the point of doing a three year PhD in FORTRAN, if no commercial enterprises still use the language? The hot programming languages today are Visual basic, Java, XML, C++ but will they be hot in two years time? It is important that any would-be programmer thinks about the commercial applications of the language he/she specialises in, to maximise the benefit of the skill.
A programmer’s career can progress to team management or from application programming to systems programming, analysis and design work - an MBA can facilitate this career progression, or enable a career change into general management.
Software Engineers and Systems Information Managers
Typically IT professionals working within a technical environment are required to produce a piece of software which works reliably, just as a civil engineer has to produce a bridge which doesn’t collapse. A software engineer may be involved in all stages of programme development, preparing specifications for a new system, designing it, preparing code, testing, implementing, documenting and supporting the product. A software engineer may train as a programmer, systems analyst or some other step in the process and gradually progress to oversee the full project. With an MBA he can progress further to a business development or sales role, or simply become a project manager of large scale, compelx assignments.
Systems Information Manager
The major role of these individuals within a software house is to provide the infrastructure to enable software engineers to work. The role can involve installing computer systems, or ensuring back-up systems are in place - and can suit a technical MBA. Managers often have to deal with complex technical hardware/software problems and may be asked to support the change management process within an organisation. Hence, this is usually quite a senior appointment, often a career progression for a software engineer. Salaries rise to as high as £80,000.
Project Managers
Project managers (PM) can work anywhere where teams of IT professionals work together to produce a new system or piece of software. The PM will typically control and coordinate the combined efforts of a team of programmers, analysts and designers, reporting to clients and interfacing with suppliers. It is a natural progression for a project manager to become involved in consultancy for whcih an MBA is a big plus. A PM may not need technical skills, but they often help to understand the intricacies of the project and to estimate the length and cost of the project. Salaries range from £30-£70,000 ($50-110,000) in a consulting environment.
Network Engineers
The growth of computer networks has been phenomenal in recent years. What started with Local Area Networks has progressed to global communication tools for financial services and other major industries, requiring thousands of programmers and engineers on some projects. The growth of the internet as a communication medium is just accelerating the development of network computing, leading to the integration of telephone, PC, TV, fax and other services.
Cisco Systems is probably the largest organisation involved in all aspects of network computing but there are thousands of niche suppliers. Most networks today are PC based (although many mainframes are still currently in operation, these are being phased out) and many different operating systems are in use. Network experts are responsible for ensuring that all users of the network have continual access and service, without crashes bringing work to a halt. Network engineers have to understand the different aspects of hardware and software that enable the network to function. MBAs would typically look to run large teams of network engineers, or manage a business unit in which network engineers are prominent. Management salaries range £40-70,000 ($70-110,000) for this management function.
Wednesday, June 20, 2007
Thursday, November 30, 2006
Thursday, August 31, 2006
Last Class for eMEP 05
Hurray today (31st August 2006)is the last class for the course...still floating..and am going to take quiz for the last time for eMEP 05.
Friday, August 25, 2006
Work Experience and MBA
Work Experience and MBA
by Renjit George Philip & Rohit Mathur - IIMB
One statistic that stood out last year was the increased proportion of people with work experience who joined B-schools. How do B-schools manage the placement of these students? Most of the top B-schools now run a separate 'Laterals' program that provides companies with an option to hire students with work experience directly for the middle-management positions. We decided to dig deeper to find out more about the people who leave their jobs for pursuing MBA, and determine how they can leverage their experience during lateral placements.
We have categorized students with work experience into four segments:
* Switchers: This group is interested in changing their career track altogether. They want to try out something new. More often than not, they have not decided upon which functional stream they will finally select and wait until they have dipped into all the subjects to make their choice. In addition, they are willing to cast aside their experience and join as freshers.
* Climbers: Climbers are those who wish to obtain a management degree so that they can go back to the industry in which they were working. What they expect is a direct climb of two or three rungs in the hierarchical ladder when they return. An example would be that of a programmer who wants to be a Project Manager.
* Jumpers: Jumpers are an interesting lot. They look forward to jumping across streams within the same industry. A typical example would be that of a technical lead who wants to join the Marketing/Strategy/Business Development team. The Jumpers often foresee the possibility of hitting the glass ceiling in the absence of a formal management degree and pursue their MBA to fill the gap.
* Multipliers: The Multipliers join the course primarily in anticipation of future monetary benefits. This group expects their compensation to be a multiple of what they were earning before. Just like Switchers, they too are not initially clear about what function they would finally select.
A classical 'Lemons problem' exists here. A 'Lemons problem' occurs whenever information asymmetry in a market makes it impossible to determine the actual quality of the object being sold. Applying the concept to the B-school scenario, we can see that Climbers and Jumpers are the best hires for companies in the industry in which these students have worked - as compared to Switchers and Multipliers. However, the presence of the latter two segments of students during the laterals makes it very difficult for companies to differentiate. Grades, which are often touted as a signal of quality, turns out to be a non-starter as this is a competitive advantage that can be easily emulated by Switchers and Multipliers. The problem is compounded further due to the conditions in the job market that forces the students to hedge their risks by applying to almost every company that comes for campus recruitment.
Fortunately, there is a way to handle this situation. This requires a quantum shift in the strategies adopted by both the students and the companies.
Strategies for the Students
* Leverage your Technical skills: This is the most important asset for students who desire to return to the industry in which they were working. It is necessary for these students to have a holistic understanding of this industry, its structure, and revenue streams. There should be a clear pattern of competence building by selecting electives and projects relating to the industry. This, as a signal of quality, can have an immense impact. Climbers and Jumpers are the ideal candidates to exploit this opportunity. Leverage your People Management skills: The students should expect to be quizzed on peer 'networking' and people management skills. Learning ability, appreciation of new technology, international exposure/knowledge of foreign languages and ability to work in different geographies with diverse workforce are all points that will place the candidates in a favorable light.
* Leverage your Project Management skills: Climbers have a big advantage here. They are interested in this job description and have been directly/indirectly involved in it. The candidates would do well to take up leadership roles to manage clubs, events etc. during their years at B-school. These students can also take up projects during the course that reinforces this skill. The aim should be to acquire a healthy mix of 'hard' and 'soft' skills.
Strategies for the Companies
* Use the right signal of quality: Generally it has been observed that companies - in the absence of any other indicator - select grades as the most tangible signal of quality. This is often misleading, especially when it comes to laterals. For example, Climber and Jumpers are interested in a particular industry and hence spend a disproportionate amount of time researching about it. Obviously, this is a trade-off, (with grades), that they make consciously, and hence they should not be penalized for it. Thus, companies should give due consideration to this fact while selecting candidates.
* Betting it right: Climbers and Jumpers expect the companies to give due importance to their experience, not just in terms of compensation but also in terms of the designation offered. That being the case, the companies should sufficiently differentiate the offers made during the laterals to those made during the final placements.
* Changing the mindset: It is a perception that management students from the top B-schools are avid job hoppers, more so during the initial years. However, it must be recognized that students with experience have already had exposure to the industry and look forward to grow with one company rather than switch incessantly. Recently, there was a quote by a HR Manager in a leading magazine: "If they don't want us, we also don't want them". We believe this is as much a problem with the 'marketing' of the candidates by the B-schools as it is with the positioning by these companies.
Thus, we believe a qualitative shift in the way the students and companies approach laterals is required to ensure a net gain for both the stakeholders.
by Renjit George Philip & Rohit Mathur - IIMB
One statistic that stood out last year was the increased proportion of people with work experience who joined B-schools. How do B-schools manage the placement of these students? Most of the top B-schools now run a separate 'Laterals' program that provides companies with an option to hire students with work experience directly for the middle-management positions. We decided to dig deeper to find out more about the people who leave their jobs for pursuing MBA, and determine how they can leverage their experience during lateral placements.
We have categorized students with work experience into four segments:
* Switchers: This group is interested in changing their career track altogether. They want to try out something new. More often than not, they have not decided upon which functional stream they will finally select and wait until they have dipped into all the subjects to make their choice. In addition, they are willing to cast aside their experience and join as freshers.
* Climbers: Climbers are those who wish to obtain a management degree so that they can go back to the industry in which they were working. What they expect is a direct climb of two or three rungs in the hierarchical ladder when they return. An example would be that of a programmer who wants to be a Project Manager.
* Jumpers: Jumpers are an interesting lot. They look forward to jumping across streams within the same industry. A typical example would be that of a technical lead who wants to join the Marketing/Strategy/Business Development team. The Jumpers often foresee the possibility of hitting the glass ceiling in the absence of a formal management degree and pursue their MBA to fill the gap.
* Multipliers: The Multipliers join the course primarily in anticipation of future monetary benefits. This group expects their compensation to be a multiple of what they were earning before. Just like Switchers, they too are not initially clear about what function they would finally select.
A classical 'Lemons problem' exists here. A 'Lemons problem' occurs whenever information asymmetry in a market makes it impossible to determine the actual quality of the object being sold. Applying the concept to the B-school scenario, we can see that Climbers and Jumpers are the best hires for companies in the industry in which these students have worked - as compared to Switchers and Multipliers. However, the presence of the latter two segments of students during the laterals makes it very difficult for companies to differentiate. Grades, which are often touted as a signal of quality, turns out to be a non-starter as this is a competitive advantage that can be easily emulated by Switchers and Multipliers. The problem is compounded further due to the conditions in the job market that forces the students to hedge their risks by applying to almost every company that comes for campus recruitment.
Fortunately, there is a way to handle this situation. This requires a quantum shift in the strategies adopted by both the students and the companies.
Strategies for the Students
* Leverage your Technical skills: This is the most important asset for students who desire to return to the industry in which they were working. It is necessary for these students to have a holistic understanding of this industry, its structure, and revenue streams. There should be a clear pattern of competence building by selecting electives and projects relating to the industry. This, as a signal of quality, can have an immense impact. Climbers and Jumpers are the ideal candidates to exploit this opportunity. Leverage your People Management skills: The students should expect to be quizzed on peer 'networking' and people management skills. Learning ability, appreciation of new technology, international exposure/knowledge of foreign languages and ability to work in different geographies with diverse workforce are all points that will place the candidates in a favorable light.
* Leverage your Project Management skills: Climbers have a big advantage here. They are interested in this job description and have been directly/indirectly involved in it. The candidates would do well to take up leadership roles to manage clubs, events etc. during their years at B-school. These students can also take up projects during the course that reinforces this skill. The aim should be to acquire a healthy mix of 'hard' and 'soft' skills.
Strategies for the Companies
* Use the right signal of quality: Generally it has been observed that companies - in the absence of any other indicator - select grades as the most tangible signal of quality. This is often misleading, especially when it comes to laterals. For example, Climber and Jumpers are interested in a particular industry and hence spend a disproportionate amount of time researching about it. Obviously, this is a trade-off, (with grades), that they make consciously, and hence they should not be penalized for it. Thus, companies should give due consideration to this fact while selecting candidates.
* Betting it right: Climbers and Jumpers expect the companies to give due importance to their experience, not just in terms of compensation but also in terms of the designation offered. That being the case, the companies should sufficiently differentiate the offers made during the laterals to those made during the final placements.
* Changing the mindset: It is a perception that management students from the top B-schools are avid job hoppers, more so during the initial years. However, it must be recognized that students with experience have already had exposure to the industry and look forward to grow with one company rather than switch incessantly. Recently, there was a quote by a HR Manager in a leading magazine: "If they don't want us, we also don't want them". We believe this is as much a problem with the 'marketing' of the candidates by the B-schools as it is with the positioning by these companies.
Thus, we believe a qualitative shift in the way the students and companies approach laterals is required to ensure a net gain for both the stakeholders.
After a long time
Its been a long time since I wrote something here.
Its a great feeling, - attending the classes for the last course- Marketing Strategy.
Yet to decide on the topic for the final project and decide the guide. Have few things running in my head.
Market Research on Reva gave a lot of gyan on preparing the questionnaire, analyzing the collected data, interacting with the Reva heads, doing the cross analyses, factor analyses. After putting in lot of effort, the report looks great and gives a sense of satisfaction.
Thanks to all my friends who had participated in the survey.
Its a great feeling, - attending the classes for the last course- Marketing Strategy.
Yet to decide on the topic for the final project and decide the guide. Have few things running in my head.
Market Research on Reva gave a lot of gyan on preparing the questionnaire, analyzing the collected data, interacting with the Reva heads, doing the cross analyses, factor analyses. After putting in lot of effort, the report looks great and gives a sense of satisfaction.
Thanks to all my friends who had participated in the survey.
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