SQL Server Performance

Bad Apples in IT!

Discussion in 'The Lighter Side of Being a DBA' started by satya, May 30, 2007.

  1. satya Moderator

    http://www.sql-server-performance.com/absolutenm/templates/?a=2736&z=5<br /><br />Very interesting editorial blog I have ever seen.... the discussion continues [<img src='/community/emoticons/emotion-2.gif' alt=':D' />][<img src='/community/emoticons/emotion-1.gif' alt=':)' />]<br /><br /><b>Satya SKJ</b><br />Microsoft SQL Server MVP<br />Writer, Contributing Editor & Moderator<br /<a target="_blank" href=http://www.SQL-Server-Performance.Com>http://www.SQL-Server-Performance.Com</a><br /><center><font color="teal"><font size="1">This posting is provided AS IS with no rights for the sake of <i>knowledge sharing. <hr noshade size="1">Knowledge is of two kinds. We know a subject ourselves or we know where we can find information on it.</i></font id="size1"></font id="teal"></center>
  2. bradmcgehee New Member

    I am not crazy about the way database professional are weeded out and chosen by many organization. For example, I have been to several interviews over the years where they asked me very obscure questions that don't really relate to the day to day realities of the job. It seems each company has their own variation of a weeding process. Perhaps there can become standard for weeding out interviews that ask about real important issues, and not focus on obscure knowledge.

    Brad M. McGehee, SQL Server MVP
    Technical Editor/Moderator www.SQL-Server-Performance.Com
    Director of DBA Education for www.Red-Gate.Com
  3. satya Moderator

    Agree with you, but I'm not sure how it managed in Americas as here it is different and instant to weed such low-level knowledge based persons.

    Overall I feel this is a sensitive and political motivated theory to put in practice. I wish to keep the thread alive for the sake of discussion.

    Satya SKJ
    Microsoft SQL Server MVP
    Writer, Contributing Editor & Moderator
    This posting is provided AS IS with no rights for the sake of knowledge sharing. Knowledge is of two kinds. We know a subject ourselves or we know where we can find information on it.
  4. joechang New Member

    i would be careful in getting rid of someone who has your administrator passwords
  5. CG2000 New Member

    yeesh another guy who wants to start another useless IT/IS organization to enforce what they determine to be a "standard" - why doesn't someone send the guy a list of the 1,000 organizations on the same bandwagon....and he can send his $2K a year and spend his $15K on what ever certification process they develop and say how he is now a superior example of whatever IT/IS analyst membership he paid for... <br /><br />The real problem is a lack of basic formal management skills in IT departments and an overall lack of HR skills to access and develop employees. In my neck of the woods you seem get a propeller-head IT geek in charge of the IT/IS department, or an accountant, CFO etc. Either way you tend to get a decision maker who either can't see the forest for the trees or is slanted in their opinion as what an IT/IS analyst should be - which is usually some really odd stereotype involving pocket protectors.<br /><br />If you hire an engineer or an accountant, you look at credentials, access credentials, look at their current development and how you will develop them in the future. They are valuable knowledge workers with valuable knowledge for your company. So as part of your employment agreement with them you get to invest in their professional development. The more you invest in staff the more valuable they are perceived to be.<br /><br />In my experience, since dot-bomb there are a lot of companies who are just trying to get something for nothing for IT/IS staff and are intentionally being cheap and short sighted in terms of development. They complain they don't want to spend the time and effort developing junior and intermediate staff, they complain that "senior consultants" are too expensive and have no loyalty, they complain that they get screwed with outsourcing deals, they complain that they can't find "qualified" and "experienced" senior staff (for the "right" price of course), etc. - but in reality half of the managers have no formal training in hiring and interviewing and can't identify a good candidate from a bad candidate and have no clue or plan on how to develop staff. Most know that there are 15 - 100 more lined up outside anyway who want a crack at it.<br /><br />The IT/IS industry is jammed with qualified people at all levels, and I would doubt that 30% of the people who actually training for IT/IS (degree, certification, tech college, etc.) in the last 15 years actually work as dedicated IT/IS staff. IT/IS people are viewed as a dime a dozen because of job market saturation and every tech college selling the "IT/IS lottery $$$$ dream" - and that isn't going to change anytime soon. <br /><br />Same as anything else: you have the 80% of crappy companies/managers you don't want to get involved with and the 20% of good companies you hope to work with - and of course they are all trying to hire what they consider to be the top 20% of the job market based on whatever criteria they dream up. And we all just wander around the inefficent system trying to earn our crust.<br /><br />Ain't it a wonderfull IT world...<br /><br /><img src='/community/emoticons/emotion-5.gif' alt=';-)' />

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