This document discusses the challenges facing IT hiring managers. It outlines 7 primary challenges: 1) finding candidates with required hard and soft skills due to lack of training opportunities; 2) convincing employed candidates to change jobs; 3) complexities of using social media for recruiting; 4) decreasing effectiveness of online job boards; 5) inefficient hiring processes that can last over 2 months; 6) misaligned salary expectations as candidates demand higher pay; and 7) hiring managers having insufficient time for recruiting. The document provides details on each challenge and cites research supporting the increasing difficulties in IT hiring.
This report is for managers, human resourcing and owners of technology companies, or those responsible for a technology department. The purpose of the report is to highlight ways of retaining technical talent.
Across employers and industries, we have heard stories about the value young people bring to the workplace. Employers in manufacturing cited the need for serious hand-eye coordination and reported positive experiences with young people filling these roles. Others cited the benefit of having youth in their companies who can use evolving technologies. For others, especially firms that need a lot of entry-level employees, young workers are their lifeblood.
Youth Hold the Key: Building Your Workforce Today and in the Future focuses on the role that youth can play in helping employers meet some of their current and looming workforce challenges, and how companies can improve how they hire and retain youth. The findings are based on a recent survey of 350 employers, more than 80 interviews with employers and workforce experts conducted during 2014 by The Bridgespan Group and Bain & Company, as well as a review of published literature. Much of this work focused on the potential of the millions of young people—referred to here as "opportunity youth"—who are disconnected from both work and school, and lack a college degree, to address the needs of employers.
This report is for managers, human resourcing and owners of technology companies, or those responsible for a technology department. The purpose of the report is to highlight ways of retaining technical talent.
Across employers and industries, we have heard stories about the value young people bring to the workplace. Employers in manufacturing cited the need for serious hand-eye coordination and reported positive experiences with young people filling these roles. Others cited the benefit of having youth in their companies who can use evolving technologies. For others, especially firms that need a lot of entry-level employees, young workers are their lifeblood.
Youth Hold the Key: Building Your Workforce Today and in the Future focuses on the role that youth can play in helping employers meet some of their current and looming workforce challenges, and how companies can improve how they hire and retain youth. The findings are based on a recent survey of 350 employers, more than 80 interviews with employers and workforce experts conducted during 2014 by The Bridgespan Group and Bain & Company, as well as a review of published literature. Much of this work focused on the potential of the millions of young people—referred to here as "opportunity youth"—who are disconnected from both work and school, and lack a college degree, to address the needs of employers.
If Asia's organisations are going to access enough 'value-creating' talent to capture the opportunities that are now in view, they're going to need to embrace better, smarter talent management and attraction strategies. They will need to embrace flexibility in their workforces in order to:
Fill critical skill gaps in a timely and efficient way
Keep talent engaged and retained, even across borders
In this ebook, you will learn what innovative colleges, students, and employers are doing with their experiential practical learning to succeed in the 21st century.
The 2013 Kelly Global Workforce Index (KGWI)
brings work and workplace insights sourced from
more than 120,000 respondents from 31 countries
across the Americas, EMEA and APAC regions.
This fourth installment, on the topic of Social
Media and Technology examines the way that
social media is impacting on job selection, career
choice and recruitment in general. Just as social
media has changed the nature of communications
across communities, it is breaking down barriers
in the workplace. Employees are more social
and more connected, and want access to the
technologies and platforms that will enable them
to share their working lives with a wider audience.
he EIU conducted a survey of 502 C-suite respondents, evenly distributed across four geographic regions in the US to better understand how they prepare for and combat workforce challenges.
Why more tech companies are looking for workers equipped with 'soft skills'Sylvain Kalache
Hard skills are not enough, soft skills are also must-have for great Tech talent and many just don't have them. This article takes a specific look at the place of soft skills within the Silicon Valley context.
Every year, Kelly Services conducts a comprehensive survey of talent issues in many industries the world over. It is one aspect of an aggressive campaign to help the world’s companies understand what attracts, engages and motivates workers. This report is covering our findings about what workers in High Tech want.
Unlocking Value - Embrace Governance, Risk, and Compliance PracticesKelly Services
As more and more direct business effort must be expended toward relationships with customers, as companies feel comfortable with the reach of technology and their need to manage more amounts of highly specific data, and as more companies struggle to satisfy the career and lifestyle priorities of workers, they have warmed to the idea of outsourcing mission-critical functions.
For market leaders who are obsessed with building more company value, outsourcing has actually become a key business strategy.
Two major Fortune 500 employers have made headlines recently by announcing that they are eliminating or significantly reducing opportunities for their employees to work remotely. This new ebook authored by Linda Stuit is covering the topic of working remotely and what it means for employers and employees.
Access MBA Guide, the organisers of the Access MBA tours, interviewed me for the 2013 edition of their global publication for the MBA and Executive MBA students
White Paper: Onboarding New Technology TalentACTIVE Network
Assimilating a new hire, motivating him or her to do their best work over the long-term, then keeping the person as an
employee once they become a high-value contributor, are all responsibilities that you, the hiring manager, must manage. It’s a tall order to be sure. In this chapter, we highlight the key intervention points, offer helpful background information and the latest research findings, plus suggest initiatives that are the most likely to produce the desired results. Those range from the super-simple (providing a fully-functional workstation prior to the new hire’s arrival) to ideas that are still being vetted by industry leaders (like the use of motivational gaming, and the controversial concept of offering raises several times a year).
If Asia's organisations are going to access enough 'value-creating' talent to capture the opportunities that are now in view, they're going to need to embrace better, smarter talent management and attraction strategies. They will need to embrace flexibility in their workforces in order to:
Fill critical skill gaps in a timely and efficient way
Keep talent engaged and retained, even across borders
In this ebook, you will learn what innovative colleges, students, and employers are doing with their experiential practical learning to succeed in the 21st century.
The 2013 Kelly Global Workforce Index (KGWI)
brings work and workplace insights sourced from
more than 120,000 respondents from 31 countries
across the Americas, EMEA and APAC regions.
This fourth installment, on the topic of Social
Media and Technology examines the way that
social media is impacting on job selection, career
choice and recruitment in general. Just as social
media has changed the nature of communications
across communities, it is breaking down barriers
in the workplace. Employees are more social
and more connected, and want access to the
technologies and platforms that will enable them
to share their working lives with a wider audience.
he EIU conducted a survey of 502 C-suite respondents, evenly distributed across four geographic regions in the US to better understand how they prepare for and combat workforce challenges.
Why more tech companies are looking for workers equipped with 'soft skills'Sylvain Kalache
Hard skills are not enough, soft skills are also must-have for great Tech talent and many just don't have them. This article takes a specific look at the place of soft skills within the Silicon Valley context.
Every year, Kelly Services conducts a comprehensive survey of talent issues in many industries the world over. It is one aspect of an aggressive campaign to help the world’s companies understand what attracts, engages and motivates workers. This report is covering our findings about what workers in High Tech want.
Unlocking Value - Embrace Governance, Risk, and Compliance PracticesKelly Services
As more and more direct business effort must be expended toward relationships with customers, as companies feel comfortable with the reach of technology and their need to manage more amounts of highly specific data, and as more companies struggle to satisfy the career and lifestyle priorities of workers, they have warmed to the idea of outsourcing mission-critical functions.
For market leaders who are obsessed with building more company value, outsourcing has actually become a key business strategy.
Two major Fortune 500 employers have made headlines recently by announcing that they are eliminating or significantly reducing opportunities for their employees to work remotely. This new ebook authored by Linda Stuit is covering the topic of working remotely and what it means for employers and employees.
Access MBA Guide, the organisers of the Access MBA tours, interviewed me for the 2013 edition of their global publication for the MBA and Executive MBA students
White Paper: Onboarding New Technology TalentACTIVE Network
Assimilating a new hire, motivating him or her to do their best work over the long-term, then keeping the person as an
employee once they become a high-value contributor, are all responsibilities that you, the hiring manager, must manage. It’s a tall order to be sure. In this chapter, we highlight the key intervention points, offer helpful background information and the latest research findings, plus suggest initiatives that are the most likely to produce the desired results. Those range from the super-simple (providing a fully-functional workstation prior to the new hire’s arrival) to ideas that are still being vetted by industry leaders (like the use of motivational gaming, and the controversial concept of offering raises several times a year).
Technology Meets Vision
Focused on developing tailored solutions, XTGlobal offers a best-in-class product and service portfolio serving the needs of AP automation, IT services, resource staffing and business process outsourcing.
The Current IT Labor Ecosystem | WhitepaperACTIVE Network
In the long history of labor forces, there perhaps has never been a more in-demand and competitive candidate pool than today’s technology workers. While this candidate-driven market is driving technology innovation, it is also placing added pressure on IT hiring managers to not only stay consistently engaged in the hiring process, but also to continue to offer increasingly lucrative compensation packages, engaging projects and a compelling corporate culture in order to remain competitive in the current IT hiring ecosystem.
Streamline the IT Hiring Process | WhitepaperACTIVE Network
Some 70% of hiring managers say they want to hire more technology workers in the coming months. If you’re one of those people, you should be aware that a unique set of challenges lies ahead. This whitepaper provides actionable insights into the most prevalent hurdles currently facing IT hiring managers, and is intended to help not only streamline your hiring process, but to get the most from your staffing and recruiting partners.
College of Administrative and Financial SciencesAssignme.docxmccormicknadine86
College of Administrative and Financial Sciences
Assignment 1
Human Resource Management (MGT211)
Deadline: 07/03/2020 @ 23:59
Course Name: H.R. Management
Student’s Name:
Course Code: MGT211
Student’s ID Number:
Semester: II
CRN:
Academic Year: 1440/1441 H
For Instructor’s Use only
Instructor’s Name:
Students’ Grade: Marks Obtained/Out of
Level of Marks: High/Middle/Low
Instructions – PLEASE READ THEM CAREFULLY
· The Assignment must be submitted on Blackboard (WORD format only) via allocated folder.
· Assignments submitted through email will not be accepted.
· Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page.
· Students must mention question number clearly in their answer.
· Late submission will NOT be accepted.
· Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.
· All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).
· Submissions without this cover page will NOT be accepted.
Assignment Questions:
1. Summarize the article in your own words. (minimum of 250 words).[Marks:2]
2. Reliance on data science in the hiring process, is this critical to the desired outcome? Describe this is no less than 100 words.[Marks: 2]
3. Discuss why employers find the hiring process difficult? Make some suggestions to develop such a recruitment process which can hire the best employees for the organization. [Marks: 1]
Answer:
48 Harvard Business ReviewMay–June 201948 Harvard Business ReviewMay–June 2019
Harvard Business Review
May–June 2019 49Harvard Business ReviewMay–June 2019 49Photographs by JOHN KUCZALA
Your Approach to
Hiring Is All Wrong
B U S I N E S S E S H AV E N E V E R done as much hiring as they do today.
They’ve never spent as much money doing it. And they’ve never
done a worse job of it.
For most of the post–World War II era, large corporations went
about hiring this way: Human resources experts prepared a detailed
job analysis to determine what tasks the job required and what
attributes a good candidate should have. Next they did a job evalu-
ation to determine how the job fit into the organizational chart and
how much it should pay, especially compared with other jobs. Ads
were posted, and applicants applied. Then came the task of sorting
through the applicants. That included skills tests, reference checks,
maybe personality and IQ tests, and extensive interviews to learn
more about them as people. William H. Whyte, in The Organization
Man, described this process as going on for as long as a week before
Peter Cappelli
Professor,
the Wharton School
Outsourcing and algorithms won’t
get you the people you need.
50 Harvard Business ReviewMay–June 2019
subcont ...
College of Administrative and Financial SciencesAssignme.docxmary772
College of Administrative and Financial Sciences
Assignment 1
Human Resource Management (MGT211)
Deadline: 07/03/2020 @ 23:59
Course Name: H.R. Management
Student’s Name:
Course Code: MGT211
Student’s ID Number:
Semester: II
CRN:
Academic Year: 1440/1441 H
For Instructor’s Use only
Instructor’s Name:
Students’ Grade: Marks Obtained/Out of
Level of Marks: High/Middle/Low
Instructions – PLEASE READ THEM CAREFULLY
· The Assignment must be submitted on Blackboard (WORD format only) via allocated folder.
· Assignments submitted through email will not be accepted.
· Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page.
· Students must mention question number clearly in their answer.
· Late submission will NOT be accepted.
· Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.
· All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).
· Submissions without this cover page will NOT be accepted.
Assignment Questions:
1. Summarize the article in your own words. (minimum of 250 words).[Marks:2]
2. Reliance on data science in the hiring process, is this critical to the desired outcome? Describe this is no less than 100 words.[Marks: 2]
3. Discuss why employers find the hiring process difficult? Make some suggestions to develop such a recruitment process which can hire the best employees for the organization. [Marks: 1]
Answer:
48 Harvard Business ReviewMay–June 201948 Harvard Business ReviewMay–June 2019
Harvard Business Review
May–June 2019 49Harvard Business ReviewMay–June 2019 49Photographs by JOHN KUCZALA
Your Approach to
Hiring Is All Wrong
B U S I N E S S E S H AV E N E V E R done as much hiring as they do today.
They’ve never spent as much money doing it. And they’ve never
done a worse job of it.
For most of the post–World War II era, large corporations went
about hiring this way: Human resources experts prepared a detailed
job analysis to determine what tasks the job required and what
attributes a good candidate should have. Next they did a job evalu-
ation to determine how the job fit into the organizational chart and
how much it should pay, especially compared with other jobs. Ads
were posted, and applicants applied. Then came the task of sorting
through the applicants. That included skills tests, reference checks,
maybe personality and IQ tests, and extensive interviews to learn
more about them as people. William H. Whyte, in The Organization
Man, described this process as going on for as long as a week before
Peter Cappelli
Professor,
the Wharton School
Outsourcing and algorithms won’t
get you the people you need.
50 Harvard Business ReviewMay–June 2019
subcont.
48 Harvard Business ReviewMay–June 201948 Harvard Business Rev.docxblondellchancy
48 Harvard Business ReviewMay–June 201948 Harvard Business ReviewMay–June 2019
Harvard Business Review
May–June 2019 49Harvard Business ReviewMay–June 2019 49Photographs by JOHN KUCZALA
Your Approach to
Hiring Is All Wrong
B U S I N E S S E S H AV E N E V E R done as much hiring as they do today.
They’ve never spent as much money doing it. And they’ve never
done a worse job of it.
For most of the post–World War II era, large corporations went
about hiring this way: Human resources experts prepared a detailed
job analysis to determine what tasks the job required and what
attributes a good candidate should have. Next they did a job evalu-
ation to determine how the job fit into the organizational chart and
how much it should pay, especially compared with other jobs. Ads
were posted, and applicants applied. Then came the task of sorting
through the applicants. That included skills tests, reference checks,
maybe personality and IQ tests, and extensive interviews to learn
more about them as people. William H. Whyte, in The Organization
Man, described this process as going on for as long as a week before
Peter Cappelli
Professor,
the Wharton School
Outsourcing and algorithms won’t
get you the people you need.
50 Harvard Business ReviewMay–June 2019
subcontractors can scan websites that
programmers might visit, trace their
“digital exhaust” from cookies and
other user-tracking measures to iden-
tify who they are, and then examine
their curricula vitae.
At companies that still do their own
recruitment and hiring, managers
trying to fill open positions are largely
left to figure out what the jobs require
and what the ads should say. When
applications come—always electron-
ically—applicant-tracking software
sifts through them for key words that
the hiring managers want to see. Then
the process moves into the Wild West,
where a new industry of vendors offer
an astonishing array of smart-sounding
tools that claim to predict who will be
a good hire. They use voice recogni-
tion, body language, clues on social
media, and especially machine learning
algorithms—everything but tea leaves.
Entire publications are devoted to what
these vendors are doing.
The big problem with all these new
practices is that we don’t know whether
they actually produce satisfactory hires.
Only about a third of U.S. companies
report that they monitor whether their
hiring practices lead to good employees;
few of them do so carefully, and only
a minority even track cost per hire and
time to hire. Imagine if the CEO asked
how an advertising campaign had gone,
and the response was “We have a good
idea how long it took to roll out and
what it cost, but we haven’t looked to
see whether we’re selling more.”
Hiring talent remains the number
one concern of CEOs in the most recent
Conference Board Annual Survey;
it’s also the top concern of the entire
executive suite. PwC’s 2017 CEO survey
reports that chief exe ...
The COVID-19 pandemic has encouraged many recruitment companies to adapt their talent acquisition processes to new realities. A survey was conducted to know what the talent acquisition function looks like now and what it will look like in the future. Go through this PDF and get an overview of the significant findings of the survey! For talent management solutions and services, visit - https://www.emptrust.com/
Upcoming Trends and Challenges in Human Resource ManagementCeline George
One such disparity shown over technology is Human Resource Management. As the stream totally revolves around human resources, there is always a resist for deeper penetration of the technology. People fear that technology might outway them in carrying business operations. However, with HR tools like HR software in workplaces, people have started gradually adapting to technology.
Here are the challenges and trends that Human Resource Management will witness in the coming days.
Read More: https://www.openhrms.com/blog/upcoming-trends-and-challenges-in-human-resource-management
This year's report focuses on the transition of the employer-employee power dynamic, giving way to a more transparent, trusting and reciprocal relationship through four new trends: soft skills, work flexibility, anti-harassment practices, and pay transparency.
Allegis group white paper an inside look at the changing dynamics of talent...Matthew Clark
Get insights from nearly 7,000 employers and candidates about what’s working and what’s not in today’s competitive and evolving world of talent acquisition. You’ll find perspectives on job definition, sourcing, screening, and onboarding, plus trends in AI, D&I, and the Millennial workforce. It’s all here.
Getting Through the Fear Factor When Hiring Tech Talents.pdfaNumak & Company
The more profound constraint is a further factor in making a perfect selection when hunting for tech talents. While recruiters are focused and determined on hiring competent candidates for vacant spaces, they should also consider reducing strictness in the process, for example, the years of experience and compulsory finished education level. Since the American survey tells that most candidates' educational backgrounds are not in-line with their experience because they acquire knowledge of other skills while holding a post.
Perhaps, since these candidates are well experienced, they should be considered, while employers cut down a little to test their knowledge.
By infusing human capital management processes with social, mobile, analytics and cloud technologies, companies can hire the right people at the right time — and then keep them.
The Great Resignation and the pandemic have disrupted the traditional approach to attracting and hiring candidates resulting in millions of unfilled jobs. Employers need to do a reset on how to engage and hire candidates.
Talent is the lifeblood of every company. Whether it’s a startup, SMB, or enterprise, there would be no systems or processes in place without the people to drive them. Learn 3 ways on how you can Improve Your Talent Pipeline with Technology
https://www.aberdeen.com/hcm-essentials/jim-stefanchin-3-ways-improve-talent-pipeline-technology/
Cycling through the 21st Century Career: Putting Learning in its Rightful PlaceCognizant
Based on our primary research, we've developed a brand-new career model that values continuous learning to usher in a new era of work fit for the 21st century.
RecruitingKhanh K. NguyenCapella UniversityOctober 9, .docxaudeleypearl
Recruiting
Khanh K. Nguyen
Capella University
October 9, 2019
“E-Recruitment”
The Internet Recruitment, is also known as E-Recruitment is the method of employing the potential applicants for the empty job positions, through electronic resources, mainly the internet.
Its cheap
Helpful equally for the employer and the applicant
Less time required in hiring
More efficient and easy
Not suitable for senior positions
High volume of responses
Technology issues
Too impersonal
“Advantages of E-Recruitment”
“Dis-Advantages of E-Recruitment”
2
“Sales Representative Duties”
Reaching customers
By promoting products and services
Do cost-benefit and examination of clients to fulfill their needs.
Start, grow and continue customer better relationships.
Accelerate the determination of client complications and problems and then solve them accordingly.
Organize sales determination with team and additional sections
Analyze markets and report.
Continuously take feedback
3
“Job description for Sales representative”
“Our company CapraTek is looking for a Sales Representative to be responsible for generating leads and meeting sales goals. Duties will include sales presentations and product demonstrations, as well as negotiating contracts with potential clients.
In order to be successful in this role, you will need to have a deep understanding of the sales process and dynamics, and also superb interpersonal skills. Previous experience in a sales role is an advantage.”
4
“Sales Representative Requirements for CapraTek”
Prove work as sales reprenstatives
Excel in MS word
CRM and BRM practice
Extremely encouraged and board ambitious with target to achieved
Perfect communication and negotiation skills.
Prioritizing, time management and organizational skills
Aptitude to make and bring performances custom-made to the spectators wants.
BS/BA degree or equivalent
5
COMPARE THE QUALITY OF THE JOB INFORMATION FOR EACH EMPLOYER AND WEB SITE FROM AN APPLICANT'S AND EMPLOYER'S POINT-OF-VIEW
“Significant changes in technology over the past decade are having a profound impact on recruiting strategies, with staffing professionals increasingly using social networking sites to source, contact and screen both active and passive job candidates. In addition to a focus on social networking's impact on the staffing process”
So when we are at the point of hiring the final candidate we should review how career-oriented he/she is. Assess their past experience, know their strength and weaknesses. Consider if they fit in our company’s culture or not. This is the biggest challenge for a company to find a right candidate. Preference should always be given to one who is more skilled and motivated and good fit in the company. So all the past experience on the given resume is checked by the employer if it will fit best for the company
6
Process of Recruiting in Capra Tek
What is the process of recruitment and selecting?
The proce ...
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Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
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Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
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3. 3
EXECUTIVE SUMMARY
The need for high-quality IT workers is increasing at a rapid pace, but the pool of potential candidates is smaller than
ever – which goes a long way towards explaining why nearly 60% of companies are reporting that open IT positions are
currently going unfilled. But that’s not the whole story - the challenges in this candidate-driven employment market are
many. And some of the moves being made by candidates to leverage the situation (and by companies to try and control it)
are only contributing to the ever-increasing complexity of the hiring process.
In this chapter, we expose the primary challenges facing IT hiring managers today, including:
• Finding candidates with the required hard and soft skills
• Convincing currently employed candidates to join your organization
• The complexities of using social media as a recruiting tool
• The decreasing effectiveness of online job boards
• The common misstep of an inefficient hiring process
• Increasing candidate salary demands
2701 Dallas Parkway, Ste. 550 | Plano TX, 75093 | 972.755.1800 | 866.446.2910 | www.xtglobal.com
TECHNOLOGY MEETS VISION
4.
5. 5
CHALLENGE:
FINDING CANDIDATES WITH THE REQUIRED HARD SKILLS
In the world of IT, hiring managers are willing to compensate candidates with stellar hard skills handsomely (years of
experience developing systems, analyzing data, designing databases, etc.). But mastering those skills and earning
those credentials takes on-the-job, real world experience, and that’s something that’s becoming harder and harder
for candidates to come by, especially entry-level IT workers.
Most companies aren’t in the mood to train today. “Lean and mean” is how every CEO likes to describe their
operation, and managers know they better follow suit. There are pressing technology projects, and hiring managers
want employees who are ready to hit the ground running. No one is hired unless they already have skills that can
contribute to bottom-line results.
Candidates in search of hard skills can, of course, turn to colleges and universities. However, many of the higher-
learning institutions offering high-tech degree programs are currently only able to accept a fraction of the people
who apply. For-profit training programs have also experienced a drop in enrollment now that state and federal
governments are cracking down for perceived marketing and student-loan infractions.
This reduction in hard-skill training opportunities – which began when the recession hit – has not only made it
harder for eager IT workers to get the experience they need, it’s also exacerbated the hiring challenge for employers.
Candidates with limited hands-on experience have been forced into non-tech jobs, leaving the industry with an even
bigger experience gap.
CHALLENGE:
FINDING CANDIDATES WITH THE DESIRED SOFT SKILLS
Working well under pressure … working well as a member of a team … the capability to solve problems effectively and
efficiently … being a good manager of your own time … the ability to communicate clearly … these are the soft skills
that hiring managers want IT workers to possess. In fact, in a recent poll, 77% of employers said soft skills were just
as important as hard skills. However, soft skills can’t be taught in a classroom. They’re learned. They’re personality-
based. And they tend to be viewed and valued slightly differently across generations. For instance, Millennials and
Baby Boomers have much in common, but the generational divide presents unique and
varying perspectives on common workplace soft skills.
And while the term “soft skills” may suggest something fluffy or superficial, they’re
actually key to determining a new-hires success or failure. According to a recent
Leadership IQ study, when new-hires fail, it’s almost always (89% of the time) because
they don’t have the soft skills necessary. The study found that a lack of hard skills was
only responsible for the failure 11% of the time.
Screening for soft skills is difficult for hiring managers, however. No matter how many
times you ask a job candidate how they would handle a specific situation, or how they reacted to a similar situation in
the past, you won’t really know how they’ll respond until you actually put them in that situation.
77%Of employers consider
soft skills equally
important to hard skills
6.
7. 7
about equal to what was reported in 2012, but a big jump
from the 56% who said the same in 2011, and an even
bigger jump from the 34% reported in 2008. Plus, two out
of three companies say they plan to expand their social
recruiting initiatives.
However, employers are only able to attribute 2.9% of their
hires to social media. Most feel it influences and enhances
their other hiring methods, but there’s no quantifiable data
supporting that.
Using social media to recruit has also been blamed for the
record-high delays hiring managers are experiencing when
trying to fill IT positions. While social media networks are
a good way to locate qualified candidates, most of those
candidates are already employed at competing companies,
and wooing them away takes more time. Plus, using
social media to recruit is time-consuming. Some 48% of
companies say they simply don’t have enough staff to do it.
As a candidate screening tool, social media would seem to be a natural. But only 39% of companies actually do so
(another source reports that the number may actually be closer to 20%), most likely because of the legal risks.
For both social media sourcing and screening, legal risks are the biggest challenge facing hiring managers. The
chances of discovering a potential candidate’s age, race, gender or religion (all protected characteristics) while
viewing their Facebook page, Twitter account or LinkedIn profile are very high, which leaves hiring managers and their
employer open to lawsuits from candidates who are turned down for positions. In fact, 43% of hiring managers admit
that they have chosen not to hire candidates because of what they discovered through social media screening. Even
more concerning from a legal standpoint: Most organizations (57%) have no policy whatsoever regarding the use of
social media to screen candidates.
For all these reasons, and more, many companies are still in the exploration stage when it comes to using social
media for recruiting.
CHALLENGE:
INEFFECTIVE RELATIONSHIP WITH RECRUITING / STAFFING FIRM
“Staffing firms are failing to reach the strategic partner level with many of their clients, and the scores reflect that.”
That’s how Eric Gregg, the CEO of Inavero, summarized this important dynamic after reviewing the results from his
firm’s latest “Opportunities in Staffing” study. There are many reasons why this may be the case, including:
• Companies/hiring managers are in such a rush to get candidates that there isn’t time for either side to get to
know each other very well.
• Vertically organized HR departments (e.g. recruiting, benefits, employee development), which means the outside
staffer doesn’t have access to the whole employee/employer picture.
• Many hiring managers don’t have time to educate staffers about larger factors at play within the company.
72%
56%
34%
2012 - CURRENT
2011
2008
EMPLOYERS USING
SOCIAL MEDIA TO
RECRUIT CANDIDATES
8. 8
• At some staffing firms, turnover is so high that the recruiters don’t have a chance to learn the nuances of their
clients’ organizations before moving on to new positions.
• Some staffing firms simply don’t have an interest in building a long-term relationship. They’re focused on executing
the assignment and moving on.
• Some staffing firms don’t have the necessary industry expertise to properly partner with the client.
Whatever the reason, if a fruitful relationship fails to materialize, it’s more than just a lost opportunity. It can become a
significant setback that can prevent critical IT projects and initiatives from moving forward.
CHALLENGE:
CUMBERSOME & OVERLY-EXTENDED HIRING PROCESS
“Extremely picky.” That’s how University of Chicago economist
Steven Davis (the creator of a highly respected national
employment gauge) describes hiring managers today. The most
selective of all: IT hiring managers. According to Davis, it’s
currently taking smaller companies an average of 25 days to fill a
vacancy. That’s a 13-year high. For larger companies (those with
5,000 or more workers), the average is more than twice as high:
58.1 days to fill a job opening.
Some economists say the lag is due to employer confidence:
Companies are having a hard time committing to new hires
because they’re still concerned the economy could falter. The
Brookings Institution argues that the high demand for highly
skilled IT workers has created a dearth of available talent. But
many industry insiders say the bigger problem is that hiring
managers are simply asking for too much from candidates – too
many requirements, too many interviews, too many pre-hire
screenings.
There are IQ tests, personality tests, brain teasers, coding
questions, business challenges, try-outs, one-on-one interviews,
panel interviews, presentation requirements, and even requests
for social media passwords so interviewers can gain perspective
on the candidate’s personal life. Then, in some cases, there’s a
final meeting with a star employee who has final say over who is hired and who is not (Amazon calls these people “bar
raisers”; Microsoft calls them “as-appropriates”).
More than 30% of employers are requiring candidates to come in for four interviews. Some 40% are calling
candidates in for three interviews. And while this extensive vetting process has historically been commonplace
among senior positions, this exhausting process is now being utilized for mid-level IT jobs as well. In many cases, it’s
a stressful, time consuming process that makes it much more difficult for companies to find the IT employees they
need, and makes even highly qualified candidates leery of putting themselves through the process.
Dragging these tasks out over 25, even 70-plus days leaves promising candidates with too much time to consider
other offers, to increase their asking price, and to altogether re-think their decisions for making a change.
A report from the Brookings Institution
shows that hiring managers are actually
taking even longer to fill positions
focused on computer skills: “Employers
advertised 255 distinct computer
skills in at least 500 job openings for
an average of 40 to 71 days on their
websites.” The report continues: “Among
the most difficult-to-fill computer skills
are many unfamiliar to all but computer
programmers and software experts.
The hard-to-fill skills include:
Mathematica, PIG, Apache Hadoop,
OpenGL, NoSQL, Python, R, C++,
Android, iOS, Biostatistics, Ruby on
Rails, and PERL. Ads with these skills
linger on company websites for an
average of 50 days.”
9. 9
CHALLENGE:
MIS-ALIGNED SALARY EXPECTATIONS
As more and more companies – both tech and non-tech – compete for the most
talented IT workers in an increasingly candidate-driven employment market, it’s
become difficult for many hiring managers to swallow the salary demands. The
A-level candidates are often proactively recruited, which gives them the confidence
to ask for top pay. And when they do go searching for new opportunities,
candidates often have multiple offers to consider. Aggressive counter offers are
also on the rise.
Hiring managers are making what they consider to be competitive offers, but
they’re not competitive enough in most cases. Some 61% of recruiters and hiring
managers say more tech candidates are demanding higher salaries than what’s offered to them. And when the
company can’t deliver, 32% say the candidate rejects the offer.
The result: Almost 60% of companies report that open positions are currently going unfilled because they aren’t able
to meet the high salary requirements demanded by today’s tech candidates.
CHALLENGE:
NO TIME TO ADEQUATELY ENGAGE IN THE HIRING AND INTERVIEW PROCESS
The time and effort required to recruit a top candidate today is more than many busy hiring managers can deliver.
They already have too much on their plate. Posting jobs, screening résumés, scheduling and conducting interviews,
testing and reference-checking are all time-consuming and costly activities that take hiring managers away from their
other duties and prevent them from achieving larger objectives.
CHALLENGE:
DETERMINING THE BEST EMPLOYMENT RESOURCE MODEL
For most hiring managers, the major differences between some of the more popular hiring options (direct-hire,
contract-to-hire, temporary and outsourced) are easy to understand. The behind-the-scenes impacts, however, can
come as a big surprise.
Some of these hiring arrangements require more upfront pay but offer termination flexibility. Some restrict the
method of payment (salary versus hourly). Some require the employer to provide benefits, while the staffing /
recruiting firm takes responsibility in other situations; some require no benefits at all. Taxes, insurance and benefits
must all be doled out in different amounts, as well.
When working through the candidate pool, it can be a great advantage to have a solid grasp of these nuances, which
allow not only for more intelligent decisions, but the ability to get creative when defining the employment structure of
a given position.
60%Of companies report
positions unfilled due to
high salary requirements
10.
11. 11
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