[Sigia-l] Finding good junior people ...... was Re: What happened to the good IAs

[Stephen Collins]

Margaret

On 22/06/2007, at 8:02 PM, Margaret Hanley wrote:
> Here's the summary
> In general the differences are based around skills and competencies.

I think this is a valid approach.  I would suggest that a framework  
governed by a set of core competencies, expressed as increasingly  
more complex use and expression of skills is appropriate (or so my HR  
management spouse would have me tell you as she watches here over my  
shoulder).  So, the competencies remain the same across all levels,  
but the expression of those competencies increases in complexity and  
strategic understanding as seniority increases.

> Juniors - always work on a project with another more senior IA, who  
> reviews their work. Once they are able to work without that level  
> of supervision, they would be ready to progress

Yes.  Absolutely.  A junior may well be able to undertake several  
tasks independently, but they would always be subject to review or  
guidance.

> Mid-weight - can work as sole person on the project - very hands-on  
> and only works on one or two projects at a time.  Their work may  
> get little to no detailed review by another IA unless things hit a  
> sticky patch.

I think peer review is always valuable, but yes, effectively  
independent on low-complexity projects or projects that have minimal  
impact at an organisational strategic or politically complex level.

> Senior - works with no supervision; has the ability to work a  
> strategic, politically complex projects; can work on multiple  
> projects; leads a team within a project defining work and providing  
> direction; gives back to the community - internally mentoring and  
> providing direction; or externally - volunteering and working in  
> the professional community.

Nail on the head.  This is where I find myself operating the vast  
majority of the time.  My current project is especially politically  
sensitive and the subject of some significant public profile for the  
client, a major Australian Government department.

I also find myself frequently engaged in discussion and moves to push  
IA and UX work generally to a strategic level at the front end of  
projects.  Not always simple with my client as their systems  
development and project management model means that the IAs ad UX  
people rarely get exposed to a project until after scoping in a  
systems sense.  Then it's a fight to go back to the business and find  
out what they REALLY need.  I'm fighting hard alongside a few others  
to change this, but this is a client with strong bureaucracy built in  
and a resistance to change across many levels.

Steve
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