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4 strategies for managing junior IT professionals

Jonathan Hassell | Aug. 29, 2012
Spring and summer school sessions have ended, and, if you're like a number of organizations around the globe, you have a giant pile of resumes and just a handful of openings for some fresh faces to join your firm at the bottom rungs of the corporate ladder. Hiring the right person is a difficult process, but managing the new employees--or, let's be honest, managing any employee--is even more challenging. Nobody sets out to be a bad manager, but that transformation can happen over time if your policies and your behavior are left unchecked.

"This one seems obvious," you may say. The fact is, there is a lot of truth to the old saying that people end up in a position one level higher than they're actually capable of fulfilling with any level of competence. Most of corporate America is full of managers; sometimes those managers happen to not be such great managers. Why do we so often take technical people who are great at doing technical things and suddenly ask them to not do technical things any longer but, instead, control projects and resources?

Instead of watching this happen to your team, think differently. Let people transition gradually into roles of more responsibility. Create different growth paths within your team or your organization. Disallow management responsibilities from completely eclipsing these technical employees' true calling. Above all, make such positions valued as much as higher-level management positions are considered valued.

Being a manager is tough work, but by taking these tips and suggestions into account, you can hopefully begin to foster a more positive work environment within your organization and place the emphasis on rewarding good people with growth opportunities and room for development.


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