By Ruth Woodfield
It's been steered that the best employee for occupational computing is now the hybrid--someone with first-class interpersonal in addition to technical talents. It has additionally been recommended that ladies, as a result of their ancient courting with such talents, locate themselves confronted with a golden chance in computing. one other declare that pcs grants girls with extra possibilities insofar as they supply adjustments in gender attention has additionally been mooted. through the exploration and research of recent qualitative facts this ebook assesses the chance of those possibilities being discovered.
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Sample text
Despite this recognised requirement for signiWcantly diVerent kinds of individuals, recent evidence suggests that many organisations have been experiencing a serious mismatch between their need for hybrid workers and their ability to hire them, even though there are large increases in the numbers of companies specifying social and communication skills in their recruitment advertisements for personnel at all levels (Virgo 1994: 20). One noted response to these burgeoning shortages has been a broadening of the recruitment net to include speciWc groups who have not been associated with traditional computing culture.
Increasing numbers of employers have also begun to focus on the synchronicity between feminine traits and the skills computing now requires. 3 Indeed, Jan Morris suggested in 1989 that computing organisations had Wnally learned their lesson with regard to their previous record of female recruitment, that they were looking again at the ‘wasted resources under their noses’ (1989: 5), and that consequently ‘after years of being treated as second-class citizens in the jobs market, women are being pursued as if they were an endangered species’ (93).
The ability to synthesise, organise and get people to sign oV on an idea or project are what we need now and those are diVerent skills. (Charles Simonyi of Microsoft, cited in Cringley 1993: 117) It is argued that as a consequence of these changes, where once workers with purely technical skills dominated development work, organisations are now far more likely to have relatively small groups of such employees and comparably small budgets dedicated to purely technical activity and ends. Indeed, the majority of new posts within the industry are predicted to be increasingly located in user support, following the pattern of the Wrst half of the 1990s which saw employment in programming and operations halving whilst that in user support trebled (Virgo 1994: 8).