| Although the economy appears to be improving, | | | | hiring standards unrealistic? Are you looking for |
| experts predict the recovery will be a slow process. | | | | unlikely skill combinations in one candidate? Or, are |
| However, the current high unemployment rate has | | | | you trying to find someone with the exact skill set |
| provided a greater availability of highly skilled, talented | | | | and extensive experience needed for your project? |
| Information Technology professionals in the job | | | | Hire smart, talented people with an aptitude for |
| market. This provides an opportune time for | | | | acquiring new skills, as these tend to be the highest |
| companies to evaluate their IT staffing needs for a | | | | performers in any organization. |
| cost effective talent upgrade. Discerning executives | | | | 3. Position your company competitively. Salaries are |
| understand this and know that careful assessment of | | | | important, but it's not just about the money. Do you |
| technology resource acquisition and cost is vital for | | | | offer professional growth opportunities such as |
| the success of their organizations | | | | mentoring and training programs? Do you offer a |
| The real cost of technology recruiting and staffing | | | | good work environment? Be sure all you have to |
| include the predictable, hard costs such salaries, | | | | offer a candidate is well communicated. |
| bonuses and recruiting fees. In addition, the intangible | | | | 4. Evaluate the effectiveness of your hiring manager. |
| costs such as the time spent by hiring managers | | | | While technical expertise may qualify a hiring manager |
| increases dramatically in a competitive market. The | | | | to evaluate the candidate's technical skills, it does not |
| cost of morale and retention challenges must be | | | | ensure interview acumen. Hiring managers must have |
| factored into the equation. Ultimately, speed to | | | | the ability to sell the company and to evaluate |
| market and the company's ability to compete must | | | | important attributes in the candidate, beyond their |
| be considered. As time slips away and positions | | | | technical skills, that will be critical to success. |
| remain unfilled, the intangibles costs rise dramatically. | | | | 5. Examine IT staffing vendor usage. Using four to six |
| The best talent is always in demand regardless of | | | | vendors requires hiring managers to invest more time |
| economic circumstances, but the current economy | | | | and money in managing multiple vendors with little |
| can make top performers more affordable. | | | | benefit to the hiring process. Consider the quality of |
| Companies can minimize costs by ensuring speed in | | | | your vendors rather than the quantity and be sure |
| tendering offers, the overall competitiveness of the | | | | your vendor partners understand both the |
| offering, the effectiveness of hiring managers and | | | | technology stacks involved and the underlying |
| how well staffing vendors are utilized. | | | | business context that drives technology projects. |
| In addition, companies must update hiring practices to | | | | In addition to constant monitoring of competitive |
| reflect the highly competitive IT job market. Here | | | | hiring strategies, from hiring managers to competitive |
| are some basic elements of the overall hiring | | | | offers, organizations should take advantage of the |
| strategy to think about: | | | | greater availability of the talent pool to help their |
| 1. Streamline processes. If it takes more than 48 | | | | companies be competitive. This is a good time to |
| hours after the interview process to tender an offer | | | | optimize your process and take advantage of the |
| you risk missing out on quality candidates. | | | | opportunities the current economy provides. |
| 2. Examine your candidate selection criteria. Are your | | | | |