Q3/2011                                                                                                                   ...
“Atlanta is one of the country’s lead-         Proportion of IT Jobs in Metro Atlantaing markets for IT services,” remarks...
requests to fill contract-to-hire posi-         Days to Fill IT Openingstions was relatively stable with anincrease of les...
Challenges Faced in 2011What Needs to Be Done to Generate Job Growth?surveyed either slightly or strongly                 ...
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2011 Q3 Market Pulse

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2011 Q3 Market Pulse

  1. 1. Q3/2011 agile IT AND STAFFING TRENDS IN ATLANTA’S TECHNOLOGY COMMUNITY WE SPEED YOUR TIME TO TALENT this issue IT employment in Metro Atlanta up as overall jobs decline Atlanta area companies looking for highly skilled IT employees on permanent basis Third quarter survey results from Atlanta IT executives show mixed trendsIT employment in Metro Atlanta up as overall jobs declineThe number of IT jobs in Metro firm, the number of IT jobs in the The ‘market share’ of IT jobs – thatAtlanta continues to grow despite Metro Atlanta area grew 2.3 percent is the proportion of all jobs that arean overall local job market that is year-over-year in Q32011 to 92,433 IT jobs – incrementally increased tostagnant to the point of slightly jobs. For the same period, Agile esti- 4.14 percent in Q32011. This ratioretreating. mates that the number of all jobs in has been steadily growing for the past Metro Atlanta declined 1.4 percent several years regardless of the GreatAccording to Agile, a leading Atlanta- to about 2.23 million. Recession of 2008-2009.based IT recruitment and consulting agileAgile is a unique IT talent and consulting firm that transforms the way IT organizations do business by providing themwith a faster route to top talent and technology solutions. The Agile Advantage Model provides technology leadersflexible delivery options in five core areas: CIO Advisory Services, Application Architecture & Delivery, EnterpriseOperations, Information Lifecycle Management, and Project Management. By delivering top talent with core expertise,clients benefit from increased productivity and innovative solutions that speed time to market and drive business value. WE SPEED YOUR TIME TO TALENTQ3/2011 IT and Staffing Trends in Atlanta’s Technology Community gotoagile.com 1
  2. 2. “Atlanta is one of the country’s lead- Proportion of IT Jobs in Metro Atlantaing markets for IT services,” remarksTricia Dempsey, founder and CEO ofAgile. “Anecdotally, we call upon andtalk with many of the region’s lead-ing IT employers, and we hear first-hand how they are increasing effortsto improve efficiency, profitability, andcompetitiveness. This translates intoan increasing reliance on improv-ing information technology systems.These efforts mean companies needmore highly skilled IT professionals.”Atlanta area companies looking for highly skilled ITemployees on permanent basisAs one of the region’s leading IT the wake of the Great Recession. By by the dramatic rise in the numberrecruitment and consulting firms, early 2011, employers acknowledged of contract assignments in Q22011,Agile’s extensive database of job that they needed more IT profession- while the number of contract-to-hireopenings serves as a quality indi- als to move their businesses forward, and permanent placement openingscator of the direction the local IT but were still unsure of the long-term were somewhat steady in the first halfjob market is heading. economic outlook. Due to the uncer- of the year. tainty of the future, IT organizationsAgile’s data suggests that local decided to fill more of their require- Perhaps as a sign of confidence in theemployers are shifting the manner ments through contract/temporary future, the trend switched in Q32011in which they staff IT projects and assignments, versus making longer- as employers decided to mitigatefill IT job openings. In 2010, no clear term commitments via contract-to-hire their amount of contract/temporarytrend emerged as companies were arrangements or hiring for permanent assignments and shifted gears instill adjusting their staffing priorities in positions. This approach is evident favor of recruiting more permanent staff members. However, at least one other factor could be at play toTypes of IT Job Openings account for this change. Realizing that quality, high-skilled IT profession- als in Metro Atlanta are at a premium, local employers may feel obligated into making the commitment to fill positions on a permanent basis. The trend to hire permanent IT staff is con- firmed by data that shows a nearly 70 percent sequential increase in the number of openings for permanent IT jobs in Q3 as the number of openings to fill contract assignments declined by about 30 percent. The number ofQ3/2011 IT and Staffing Trends in Atlanta’s Technology Community gotoagile.com 2
  3. 3. requests to fill contract-to-hire posi- Days to Fill IT Openingstions was relatively stable with anincrease of less than 10 percent.Another important metric Agile closelymonitors is the length of time it takes tolocate and place the right candidate.A ‘days-to-fill’ metric can be seen asan indication of both the quality ofavailable candidates as well as theskill level that local employers requirefor new employees. This metric isnot looked at in isolation since aloneit does not give any significant cluesabout the local IT candidate market. of the jobs being filled, the time-to-fill combinations of skills and experience.For example, if the time it takes to metric can provide the best informa- Naturally it can take a longer period oflocate and on-board an IT candidate tion about how the local IT employ- time to locate the best candidate to fitis changing, it could be because: 1) ment market is developing. the employer’s job opening for morethe skill mix of the available IT profes- complex and demanding IT positions.sionals has shifted or 2) employers’ An analysis of our data reveals thatneeds are changing (e.g. skill sets of the steady rise in the time-to-fill met- The length of time it may take to fillIT candidates) making it either easier ric since late 2010 – with a dramatic a job assignment with an interim ITor more difficult to recruit the right rise in the latest period – is due to contractor has been fairly steady fromindividual. But when viewed in con- Agile’s clients requiring IT profession- at least early 2010 and is averagingjunction with the actual requirements als with advanced skills and/or unique about one month.Third quarter survey results from Atlanta IT executivesshow mixed trendsIt was a busy year for Metro Atlanta As for 2012, the IT executives from For 2012, IT leaders are feeling pres-IT organizations. A survey given a broad range of Atlanta’s leading sure on many fronts. When askedby Agile in October reveals that employers are not as optimistic with to identify the biggest obstacle theymore than two-thirds of local IT half expecting their activity and proj- expect to confront next year, slightlyexecutives who responded report ect level in 2012 to be about the same more than 40 percent of respondentsthat there were more activities and as in 2011. However, almost 45 per- said that “growing my IT organization”projects in 2011 than in 2010. In cent still expect 2012 to be busier with was at the top their list. Other chal-addition, more than half of those only about five percent believing that lenges include: securing adequatesurveyed responded that the 2012 will be down from 2011. funding, recruiting enough qualified ITincrease was in the 10 to 24 per- staff, and being able to maintain theircent range. A quarter of the survey The major challenges local IT execu- current level of IT activity.respondents said activity level was tives faced in 2011 were locatingthe same in 2011, and less than 10 enough qualified IT professionals fol- Their concern about fiscal matters ispercent said it was less. lowed by feeling pressure to meet busi- also evident when asked about the ness needs and objectives, and more current state of the economy. Close demand for internal IT resources. to two-thirds of the IT executivesQ3/2011 IT and Staffing Trends in Atlanta’s Technology Community gotoagile.com 3
  4. 4. Challenges Faced in 2011What Needs to Be Done to Generate Job Growth?surveyed either slightly or strongly believe a strategy of cutting or reduc- new jobs. Other ideas about creatingagreed with the statement that “I ing government programs and less- new jobs such as controlling immigra-believe the country is now in a reces- ening the tax burden on business is tion and other tax initiatives receivedsion” and more than 40 percent necessary. Half of the respondents little support.believe the country is headed for one. think the government should reduce or stop creating regulations, andWhen asked what is required to gen- almost a third feel that efforts should Watch for the Q4 Marketerate job growth, more than two-thirds increase to train the unemployed for Pulse in January 2012. If there is something you’d like us to include in the next issue, pleaseSources: Data analysis provided by Bruce Steinberg, employment and economic expert (www.brucesteinberg.net). Atlanta IT and overall employment data were developed exclusively for Agile by email news@gotoagile.comMr. Steinberg and based upon U.S. Department of Labor/Bureau of Labor Statistics published andunpublished data.Q3/2011 IT and Staffing Trends in Atlanta’s Technology Community gotoagile.com 4

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