Planning to solve the “skills problem” in the virtual information management organization

Abstract

Client-server architectures increase technology skill demands in line departments. Thus, the “skills problem” in the virtual IM organization extends beyond the boundaries of the centralized IS department. It also involves more than information technology skills, as demands for social, conceptual, and marketplace skills increase as well. The “skills problem” can be expressed in terms of three basic questions: (1) what skills are needed in a virtual IM organization? (2) how can the firm obtain them? (3) how should these skills be deployed within the firm? This paper addresses each of these questions. It presents a model which helps managers think systematically about the skills required by their organizations and sub-units. It reviews the four options which are available to a manager for acquiring skills needed by the organization. Finally, it describes an approach to tactical human resource planning which will enable an organization to deploy skills effectively and create an environment where discretionary collaboration between distributed units is encouraged.

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