A School District’s Report Card
When a New Jersey school district started to face a growing deficit, auditors who examined the systemwide expenditures recognized that the time was ideal for a review and restructuring of its IT department.
The school district called in PCS for an assessment, and the project started with a small, initial step and a single technician. “The technician assigned to the project was a highly skilled person who demonstrated an exceptional work ethic and had the social skills to make it easy to work with,” recalls the PCS partner who directed the team.
After a short trial period of three months, the school system expanded PCS’s project responsibilities, ultimately replacing eight staff members with four technicians.
People ask the inevitable question: How can 50 percent fewer technicians manage and excel compared with a workforce that was twice its size?
“PCS has an entrepreneurial spirit,” says the team leader. “We’re not on staff, which means we are more vulnerable for replacement, and that keeps us on our toes.”
The other qualities that helped PCS obtain and keep the contract were the depth of its team’s skill set and continuous training.
“As an independent IT service, we have a formal and informal screening process before we hire and send someone out to the client,” the team leader said. “Many companies that hire in-house refer to the new person as their ‘IT guru,’ and yet the individual is only average — or in some cases, below average — as an IT technician. But because that tech might know more than the person doing the hiring, the organization hires them. And it all seems good until the problems begin.”
PCS also understands because they’re not on staff, it is mandatory that their teams remain more responsive to trends and to constantly seek greater efficiency in an organization’s IT system. “Unless you’re always looking to improve, your work effort becomes stale,” said the team leader.