Paying to Program? Engineering Brand and High-Tech Wage
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IT workers accept 2-4% pay cut to gain valuable skills by working at firms with emerging IT systems, offsetting 3-5% of IT investment costs.
New NBER paper provides evidence to how the market gradually builds institutional capabilities--workers are willing to take a pay-cut to get valuable on-the-job training. The paper uses data from Glassdoor and finds IT workers seek firms that are using emerging IT systems and are willing to take a haircut for that job.
"...This paper provides evidence that IT workers prefer employers that invest in emerging IT systems, and this is in part because they can acquire valuable skills on the job.Although prior studies have examined how IT assets affect performance, we show that those investments can influence firms’ competitiveness in the market for high-tech labor. In fact,IT investment may derive some of its performance value because workers are attracted to firms with a superior engineering brand. For a given wage, employers using new technologies can attract higher-productivity technical labor. These effects are large enough to be interesting. For a firm in which engineers account for a large percent of the workforce, a 2% to 4% reduction in the wage bill is a powerful financial incentive. Results from the productivity literature suggest that the total share of IT investment for Fortune 500 firms is 3% to 5% of total expenditures. Therefore, a reduction of a few percentage points in the wage bill (which can often account for 70% to 80% of total spending) can offset a large fraction of a firm’s IT costs. Of course, this does not imply that all firms should adopt emerging IT systems. These investments are associated with higher churn, which is itself costly, and firms differ in the costs they face when first adopting these systems. Our findings suggest only that ceteris paribus, firms with stronger engineering brands, in terms of technology and culture, can attract higher quality technical labor for a given wage. Our findings have several implications. Competition for IT labor has been a subject of policy discussion for a generation. Firms’ IT choices can be an important determinant of retention, and may be one reason why poaching in high-tech markets often requires higher wage premiums than other markets. Where workers feel that their skills are depreciating, they may be harder to retain than in environments where they learn new skills that will be valuable for their future careers.The argument that workers derive value from acquiring transferable skills has additional implications. Because being rewarded for these skills requires switching employers, workers may place greater value on IT experience in markets where mobility is unfettered by non-compete policies. This implies, in turn, that firms have greater incentives to adopt emerging IT in markets without mobility restrictions because they can capture more of the value they provide to workers through this channel. Finally, the heterogeneity of our findings by experience level suggests that IT factors can influence how different age workers sort across firms, which may be important given the many diversity concerns that high-tech firms face. There are caveats to our study. It would be valuable to know whether the results differ for workers who are not actively seeking jobs. Our data are also from a short panel, so we do not take a position on whether these effects are idiosyncratic to the time period we study or whether they are more broadly generalized to IT-enabled change. A more encompassing test might analyze data from more than one IT diffusion wave. Indeed, in the long run, firms and technology vendors may change the nature of their actions in a way that changes these relationships. There remains significant scope for work in this area. How firm characteristics, beyond IT investment, influence IT learning and IT wage structure merits further study. Moreover, how IT workers acquire skills, how these skills are rewarded, and how they depreciate all have implications for the IT labor force. Those implications include who chooses to be an IT worker and the wages they earn. These questions have received relatively little attention in the academic literature, but their answers are becoming important for workforce policy and for managing technology in a competitive labor market...."
Prasanna Tambe, Xuan Ye, Peter Cappelli, "Paying to Program? Engineering Brand and High-Tech Wage," National Bureau of Economic Research, February 2019, https://www.nber.org/papers/w25552







