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IT Technician left - what now?

By Namco ·
OK, I am IT manager of a 6 site network, 150 users, 13 servers (previously different companies now merged). Currently implementing large project which will consolidate resources (Citrix) reduce no. of servers and simplify client deployment.

IT technician/support analyst has left (leaving just me). I now have options on how to tackle this role within the company.

I can a - try to find another Junior who will need training I don't have time for. b - go for someone the same level as me resulting in good team but potentially alot of friction. c - outsource IT support, some server management, phone system support leaving me in a co-ordination role.

Bearing in mind the reduced complexity of support when Citrix is implemented plus other measures like standard procedures for IT calls throughout company, standardisation of printers, PCs, and central phone system all to go in this year.

I have a few options here - am tempted to outsource some aspects leaving me in a co-ordinator role. This may also provide best level of service for the company. There is far too much going on for me to dedicate to an unexperienced employee, although I would love to!

Any thoughts?


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by mjd420nova In reply to IT Technician left - what ...

Do the outsource for the switchover and addon
the needed it help. For say two months and
do a search then, maybe even a vendor has
some ideas. Tough job to take on by yourself and the coordination will kill you. Try working with a large flow chart, it will helpp to
illuminate any overlooked jobs and tie-ins
with vendors to vendor operations.

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Diffrent Friction

by NZ_Justice In reply to IT Technician left - what ...

Hire a member of the opposite sex too you but at the same level in IT as you, you might be able to handle the different friction as result of having a member of the opposite sex in the role.

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Hire a Temporary Contractor

by Wayne M. In reply to IT Technician left - what ...

Hire a temporary contractor to help you get through your current project and take your time to hire a replacement with the skills needed following your network consolidation and switch to Citrix.

I am guessing that you have a burst of activity going on now, but expect that to diminish in about 6 months or less. This is a prime example where hiring a temporary contractor is effective. Bring in someone who has done Citrix consolidation in the past, make use of his experience, thank him, and let him go. This is not cruel, but standard practice in the contracting world.

With your immediate workload under control, you can take your time to hire the appropriate person for the role required after the project is completed. If this is going to be a two-man shop, I would suggest going after a peer rather than a junior. Without the time crunch, you can look at both skills and personality fit. Be aware, though, that working in a peer relationship may require changes on your part as well.

If your budget allows you to hire a peer, I think you will find it beneficial as you can easily swap off tasks. It makes it much easier to take time off, both scheduled and unscheduled, if your counterpart can fully handle the shop in your absense. This is not the case if you have a senior-junior team. There is always the concern that you will need to be called in if junior gets into trouble.

Hire a temporary contractor relaxing time pressure and then hire a replacement without having to jump at the first warm body who shows up.

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This is the way to go

by jesc In reply to Hire a Temporary Contract ...

If you are short on time this is a great way to go. It also helps you avoid the trap of working too long without an assistant, only to find that management takes your heroic effert as evidence that you don't need to replace the person that left.

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Classic trap.

by lastchip In reply to IT Technician left - what ...

Failing to employ a second person, will ultimately lead you into overload, with the nightmare scenario of finding it very difficult to take a break.

Contractors may be a short term solution to get you over the hump, but long term, you are going to need an assistant. Further, once management discover you can manage on your own, you'll have a **** of a job convincing them to provide another body.

If I were you, I would not be considering that option.

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If you have the budget

by JB Tucson In reply to IT Technician left - what ...

You should hire an junior to train. Who is going to fill in when you are sick, vacation, promotion, go on to another opportunity, etc. You have to bear in mind the learning curve that will be lost when you are not there.

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Consider Outsourcing

by silentknight In reply to IT Technician left - what ...

Three key questions:
1) How do the executives view the role of IT in advancing the goals of the business?
2) What is the overall direction of the company with respect to IT?
3) Where are your time and resources better spent -- in a commodity service of monitoring and administering the network? Or helping the company to make the best use of their resources? The thought here is that the most valuable resource is the one who knows how to apply technology to the business.

Good luck.

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If you are interested

by jtakiwi In reply to IT Technician left - what ...

I work for an outsorcing company that has a few contracts where we support an on site person, like yourself. Contact me if you are interested, the setup you are describing works very well for us, and you don't have to worry about vacations, sick leave, after hours support etc...

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IT left what now?

by sdurfee In reply to IT Technician left - what ...

We have outsourced the helpdesk. All computer issues must be called into the helpdesk first. If they can't resolve the issue it is forwarded to our huge IT staff of 2. We currently handle 200 computers, 12 win2k3 servers and approx 250 end users. So far it is working out ok.

The cost is approx 40K per year for the helpdesk.

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Team of 2 - No Friction

by isapp In reply to IT Technician left - what ...

We have about the same number of users and off-site locations, and we're on a Citrix network. We opted to go with option B. We don't have time to train a newbee, and outsourcing is so expensive. We have a good team with absolutely no friction--I couldn't ask for a better coworker.

One obvious advantage in a two-person office is that you have coverage for those times when someone is out sick or on vacation. We also bounce ideas off each other all the time. (We bounce paperclips and other assorted objects off each other but that's a different story.)

Personally I wouldn't work any other way.

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