Category: Editorial

When I first started working in technology in the 90s, it was a time of outsourcing lots of work overseas. Many large companies followed the wave of manufacturing in the 70s and 80s by many companies, including lots of semi-conductor manufacturers. I watched as a number of jobs moved overseas, though fortunately not mine.

In the early 2000s, I worked at a company as a manager, where I was involved in some of the discussions about outsourcing a lot of our IT operations to another company. It was a scary time for my friends, as the move would have left a lot of them looking for work. The CIO tried to say that many would get jobs with the outsourcing supplier, but couldn’t say how many.

I commented in a meeting that it would have to be less than 100% of people for there to be any profit. That statement ensured I needed to look for a new position, which I happily did. The company didn’t outsource at that point, but being involved in the discussions helped me realize how different management and workers often view the business of IT.

There was an article on when to outsource, which talks about the benefits and drawbacks. For most of the benefits, the reasons why you do this are very similar to why you might move infrastructure to the cloud. There is speed and flexibility, as well as simpler internal operations, when another organization handles those functions. The downsides are that your organization needs to manage another, and you might not have the control you desire.

The same thing you could say about the cloud.

The costs could be lower, with outsourcing or the cloud, if you can reduce unnecessary resources. That can be hard to do internally, especially as you hire staff. Each additional person might be necessary in the short term, but if when they are no longer producing a positive ROI, it can be hard to get rid of them. Consequently, with an outsourced company, often contracts dictate the staffing levels, and those contracts aren’t amended or renegotiated often. That could leave you with lacking services you need or paying for those you don’t.

I don’t know that it’s easy to decide when to outsource. My view has often been to keep some level of in-house staff, but augment them with some sort of managed service provider that can provide additional resources when you get busy. Whether this is a DBA service, like https://dallasdbas.com/, or a development effort, like Crafting Bytes, adding staff in limited quantities is often the best way to move forward.

These smaller groups also provide opportunities for some of you that might want to find a different type of employment arrangement. Usually more flexibility, a warm, friendly atmosphere, and the chance to grow with a small business.

Outsourcing might sound like a bad idea to many corporate employees, but it does provide opportunities for you. Keep working on your skills, network with others, showcase some knowledge with a blog/article/speaking slot, and you might hedge your bets in the event your employer makes a decision about outsourcing that doesn’t work for you.

Steve Jones

Listen to the podcast at Libsyn, Stitcher, Spotify, or iTunes.

The senior advantage means more to me all the time, though often I feel there are more disadvantages to being around longer than advantages. Getting older is hard, especially physically, and I struggle with that. Having more wisdom, more tolerance, and more patience, are good things, but I’m not sure I would consciously make that trade.

In a business, senior often equates to more experience and time working on systems. Sometimes it means more skill as well, but usually, the internal knowledge of how our systems work inside of our environment is more valuable, even though it can be hard to get management to realize that fact.

The last two years have had many technology workers at home, doing the same work they did in an office. Over the last year, there has been contention between some managers that want people to return to the office and many workers that want to remain remote. While lots of people don’t have a choice, there are some who do, and they are often the senior, skilled people. Lots of them quit, which creates a challenge for managers to fill their slots.

One would think that management would work to retain and keep more employees, but in some cases, the response is to find ways to make it easier to hire new people. One positive thing that happened is the relaxation of the rule for tech workers to have a college degree. That’s good for many people that are talented and don’t want to spend tens (or hundreds) of thousands of dollars on a degree. A little disheartening to me and others who think that this further devalues the experience of current employees.

There are some great employers out there, as well as some great managers that care about their staff. My company is one of them, and I appreciate how we run the business effectively while treating employees fairly. However, there is no shortage of poor employers who do not care much about their people, their training (or re-skilling), or whether staff leaves. They will continue to lean on whoever is still employed while replacing staff with cheaper, and less knowledgeable, new hires.

In thirty years, the one thing I’ve learned is that I need to be responsible for my own career. That means learning often, working on my tech skills, polishing soft skills, and burning no bridges. I need to be prepared and ensure I have opportunities and choices in the future.

That’s my senior advantage.

Steve Jones

Listen to the podcast at Libsyn, Stitcher, Spotify, or iTunes.