Software for the finest computer – The Mind


Posted by Tim Bryce on August 11, 2017


– Good question. Do programmers act like professionals?

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“Are I.T. Workers Blue Collar?” Interesting question. I was recently asked this by some executives who were concerned with improving the productivity of their I.T. departments. I asked them to explain why they thought this way. They contended their I.T. people (e.g., analysts and programmers) exhibit a lot of blue collar characteristics, e.g., repetition in types of work performed, they do not dress or act like professionals, and regularly punch in and out of work with little interest in going above and beyond the call of duty.

I countered there were two other aspects to consider: first, blue collar workers tend to perform manual labor, and; second, they are nonexempt workers who are paid an hourly wage. Also, they tended to be less educated than white collar workers.

They told me I was being naive; that blue collar workers can perform technical tasks as well as manual tasks, such as those found in manufacturing and assembly; and although they are classified as exempt workers paid a salary, they tend to behave like hourly workers instead. Further, there are plenty of blue collar workers who were just as educated, if not more so, than a lot of the programmers and analysts on their staffs. One executive even went so far as to tell me about a couple of craftsman machinists he had with MBA degrees.

Frankly, I had a hard time refuting their arguments. This is actually an old concept, one which I haven’t heard in quite some time, back to the 1980’s when there was talk of unionizing programmers. Nonetheless, it should cause us to pause and think how I.T. people are regarded in the board room. To me, it suggests a credibility gap between management and I.T. and helps explain why a lot of jobs are being outsourced.

In recent years I have met a lot of people who have abandoned corporate I.T. shops and have opted to become consultants instead. Its not that they didn’t like their companies, they simply became disenchanted with how I.T. departments were being run, read the writing on the wall, and figured it was time to bail out before they were outsourced. So who is at fault here, management or I.T.? If management truly perceives I.T. workers as blue collar, than there will be a great temptation to give the work to shops overseas at greatly reduced costs.

There are those in the I.T. field who believe unionization is the route to take. As far as I’m concerned, this would be the kiss of death to corporate I.T. shops as executives would rather outsource than be held hostage to a union.

Instead, I believe I.T. workers should do some soul searching and ask themselves how they can differentiate themselves from their foreign counterparts. Technical knowledge alone will not do it any longer. Outsourcers have already demonstrated their technical skills are on a par with ours. No, the answer is they must demonstrate how the I.T. department adds more value to the company than an outsider can. This means they have to become more serious about their work and produce better I.T. solutions more quickly, correctly, and less expensively. Anyone can apply quick and dirty Band-Aid solutions. What is needed is a higher caliber of professionalism and improved skills in management. The I.T. workers have to work both harder and smarter. In other words, job assignments have to be performed in a more professional and craftsman-like manner (methodically with a quality consciousness). This requires a more disciplined, organized, and professional attitude which is the exception as opposed to the rule in a lot of I.T. shops today.

If I.T. can demonstrate they behave more like white collar professionals, executives will become dependent on them and will be less likely to outsource their jobs. Ideally, you want to hear executives say, “I can’t live without these guys (the I.T. department).” But if executives perceive you, the I.T. worker, as nothing more than a blue collar worker, than your story is told.

Think I’m kidding? Consider this, I know of a large manufacturing company in the U.S. Midwest who had a pressing I.T. project not long ago. Knowing he was short on staff, the CIO appealed to the executive board for additional funding for more personnel. Basically, the board gave the CIO carte blanche to hire as many people he wanted at generous wages, with whatever job title the workers wanted. But the CIO was explicitly told, “When the project is over, fire them.” Do you think these executives had a high regard for I.T. people?

So, are I.T. workers “Blue Collar”? Look in the mirror and you tell me.

“How we look and act speaks volumes.”
– Bryce’s Law

First published: June 4, 2007

Keep the Faith!

Note: All trademarks both marked and unmarked belong to their respective companies.

Tim Bryce is a writer and the Managing Director of M&JB Investment Company (M&JB) of Palm Harbor, Florida and has over 40 years of experience in the management consulting field. He can be reached at

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Copyright © 2017 by Tim Bryce. All rights reserved.

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4 Responses to “ARE I.T. WORKERS BLUE COLLAR?”

  1. Wayne Brown said

    I find in most corporate environs that the I.T. shop houses a lot of duties and there are function within it that could be hourly tasks such as computer setups and configuration–the shallow end of the pond so to speak. At the same time, whether these people are hourly or salaried, I do not necessarily see that changing the productivity level nor do I see how executives could set a “productivity level” on I.T. related tasks–it is not a production setup. I retired from the corporate world at a time when upper level management was beginning to think that I.T. had replaced the lawyers and the accounting department at holding the company hostage. In my experience, on the front end of the project, in the feasibility state, I.T. types are too positive and tend to diminish the task at hand in getting to the end goal–“a piece of cake so to speak”. The promise too much; study and understand the business model too little, and begin programming the database far too soon. Ultimately they end up with a bunch of tangled fishing line held together with corrective patches which tend to create their own troubles. Then the whining starts as the I.T. guy moves to the other side of the table and explains that their complication in meeting the goal was that the department manager failed to provide them with the necessary details. I have seen this multiple times and it sheds a very poor light on internal I.T. personnel. In one instance, I watched the rats try to bail over the side after they had consumed over 5 million on an internal project that could have been brought in on an outside contract from ground up for a quarter million or less. I do understand the frustrations, but I think top management fails in putting competent and knowledgeable managers over their I.T. group from the git-go in too many cases. Like engineers, these folks are not always the best “people persons” thus the manager must posses both the technical knowledge and some strong people skills to keep the department on task and on goal. Good article, Tim! ~WB


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