Quote from StarDust9182:
From the other side that I left in 2005. The company had a department of about 1000 IT folks. I was a middleware infrastructure expert and a team leader for the highest availability applications we had. Many of us were pushed out in our fifties because they wanted younger folks, and to fill secret hiring quotes for "disadvantaged folks", filling out endless reports on what we did all day long and creating spreadsheets.
The problem is that what I have in my head was learned in many different jobs as a generalist and will not be learned now since few people mentor and train. Those businesses demanding talent destroy it through their own short-sighted short term vision and 3 month objectives in my view. I marvel at the talent of some of those who trained me now that I understand how good some of them were when I was young.
It has always amazed me that after spending oodles of time and money to hire talented people, companies proceed to attempt to micromanage their efforts instead of setting broad tough goals and letting them accomplish them with guidelines of proper methods and holding them accountable. One starts off as a God and declines steadily until they kick your butt out the door complaining how bad you are.
I think administrators (sometimes with very poor level of skills) are destroying the talent pool by managing their spending to three month goals. I used to say, give me 5 people like me and I will build a company that will challenge the best in the industry. The trick is finding 5 hard-working and critical thinking individuals.
Just my two cents worth.
I think most of what you're describing goes on in the vast majority of large companies, in all departments, at all levels.