IT – Harbinger of Crisis: First to Be Put on Life Support

After publishing an article about the absurdity of hiring in IT, the author expected criticism and disagreement. Instead, he received a letter from an experienced career consultant who has spent twenty years in the hiring industry, worked with IT market leaders, and now helps those whom "the casino" has spit out. The consultant stated that the author is still an optimist. It turns out that everything described—the absurdity of hiring, the race of algorithms, the death of expertise—is not an IT disease. It's a symptom. IT was simply the first to end up in the intensive care unit. Everyone else is waiting in line.

In recent years, the IT industry has been experiencing a period of turbulence. Companies are reducing headcount, candidate requirements are growing, and the hiring process is becoming increasingly automated and inefficient. Many specialists complain about irrelevant interviews, inflated requirements, and the inability to demonstrate their skills. Algorithms and automated screening systems often eliminate talented candidates who do not meet formal criteria.

The career consultant the author contacted believes these problems are just the tip of the iceberg. According to her, the IT industry was the first to face the consequences of global changes in the labor market. Automation, robotization, and the development of artificial intelligence are leading to job cuts and changing specialist requirements. Traditional hiring methods are becoming outdated, and new ones have not yet formed.

The situation is aggravated by the fact that many companies focus on short-term goals and do not invest in employee development. Instead, they prefer to search for ready-made specialists on the market, ignoring the potential of internal talent. This leads to a shortage of qualified specialists and increased competition for talent.

What consequences does this have for the industry and specialists? First, the quality of work and innovation decreases. When companies cannot find the right specialists, they are forced to hire less qualified employees or shift tasks to those already working. This leads to errors, delays, and reduced efficiency. Second, employee motivation and loyalty suffer. When people do not see development prospects and feel unprotected, they begin to look for other opportunities.

In conclusion, the situation in the IT industry is an alarm bell for the entire economy. It is necessary to reconsider approaches to hiring, training, and personnel development. Companies should invest in their employees, create conditions for their growth and development, and adapt to the new realities of the labor market. Otherwise, more and more industries will end up in the "intensive care unit," like IT.