Talent Drain.

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  • Author(s): Hoffman, Thomas
  • Source:
    Computerworld. 11/15/2004, Vol. 38 Issue 46, p50-50. 1p.
  • Additional Information
    • Subject Terms:
    • Abstract:
      The article informs that when crafting an Outsourcing plan, companies frequently make three workforce mistakes: They don't pay enough attention to the types of technical skills being transferred to the service provider, they don't plan for the potential loss of institutional knowledge within their own companies, and they don't pick the right IT staffers to manage the outsourcing relationship. A talent-retention tactic can be built right into an outsourcing contract. Talent can be lost in other ways as well: Top performers left behind during an outsourcing deal could quit because they no longer feel loyalty to the company. Institutional knowledge, those nuggets of information about how a certain program was written or how that cranky machine works is important to hold on to. The hard part is figuring out which staffers have it. when companies outsource a big chunk of their IT operations, they typically retain a handful of senior IT executives to manage those relationships. The problem is, the people who are kept rarely have the skills to manage outsourcing relationships that are laden with contractual, service-level requirements.