You re Hired! Recruiting the Right IT Talent

Transcription

1 ChannelCon.org

2 You re Hired! Recruiting the Right IT Talent Sally Brause, Director of Human Resources Consulting at Great America Financial Services George Harris, VP Business Development at OnForce John Mehrmann, CEO at Brainhunter

3 Your Hired! Recruiting the Right IT Talent In today s unforgiving competitive environment, coupled with the skills needed to effectively support ever-changing technology, how do you hire the right people? When should you consider hiring and when should you consider contracting? What is the right mix of technical skills, soft skills and cultural fit? And are there nuances to recruiting different generations of workers? Join us to hear answers to these key hiring questions, and learn the latest in recruiting best practices for the IT industry. 3

4 Session Emcee Kevin Hiebert Consultant The Print Package Inc. 4

5 Presenters Sally Brause Director, Human Resources Consulting, GreatAmerica Financial Services George Harris VP Business Development, OnForce John Mehrmann CEO, Brainhunter 5

6 About the Subject Matter Experts Sally Brause, Director, Human Resources Consulting at GreatAmerica Financial Services Sally Brause is the Director of Human Resources Consulting at GreatAmerica Financial Services. Her areas of expertise are attracting, motivating and developing top talent and she has been sharing this expertise with office equipment dealers and resellers over the last several years. George Harris, VP Business Development at OnForce George currently works with Onforce Inc. as there VP of Business Development. He has over 40 years of experience in managing field service operations. He is well known having served two terms as Chairman and President of the Association for Service Management International (AFSMI). Currently, George is very involved with CompTIA as an executive committee board member Within the ITSS sector. John Mehrmann, CEO at Brainhunter As CEO of Brainhunter, John Mehrmann leads a dynamic team delivering IT Professional Services and Solutions in US and Canada. Brainhunter was among the first companies to integrate with CompTIA for real time online CompTIA Certification Authentication. 6

7 The Process Identify what you need Recruit the right people How to Recruit & Manage the Millennial Generation Assess Skills On-Boarding & Training 7

8 Identify What You Need John Mehrmann

9 What does your company need? Create a clear outline of your organization, culture, and requirements. What skills are needed for the success of my organization? How much experience is a good thing? (Do I want to train or un-train?) How unique is my organization? How are soft skills used? Example - customer service What kind of culture do we have or want to create? What would attract someone to work here? What will make someone successful, or make someone fail? How could this role change over the next six months? 9

10 Employee or Contractor? Are you thinking about hiring a full time employee, part time employee or a contractor? W2 v 1099, Full Time or Part Time Tax Implications Health Care & Benefits Vacation Pay / Sick Leave Severance Packages Project or Fixed Job 20 factors to Consider in US 13 factors to consider in Canada 10

11 Factors to Consider (Contractor or Employee) in the US 1. Level of Instruction 2. Amount of Training 3. Degree of Business Integration 4. Extent of Personal Services 5. Control of Assistants 6. Continuity of Relationship 7. Flexibility of Schedule 8. Demands for full-time work 9. Need for On-site Service 10. Sequence of Work 11. Requirements for reports 12. Method of Payment 13. Payment of travel expenses 14. Provision of Tools or materials 15. Investment in facilities 16. Realization of profit or loss 17. Work for multiple companies 18. Availability to public 19. Control over discharge 20. Right of termination 11

12 Factors to Consider (Contractor or Employee) in Canada The following factors are used to evaluate the work relationship in Canada The level of control the payer has over the worker s activities, the relationship between the payer and the work instruction ; Whether or not the worker provides the tools and equipment; Whether the worker can subcontract the work or hire assistants; The degree of financial risk taken by the worker; The degree of responsibility for investment and management held by worker; The worker's opportunity for profit; and Other relevant factors, such as written contracts. 12

13 Standards of Performance Best Practice is to create Standards of Performance for each role in the Company. Standards of Performance can be used to craft the Job Description, and a copy should be provided to the employee at time of hire. Purpose: Goals, Objectives, Duties, Assignments, and Obligations Scope: Primary Responsibility and Authority Status: Reports to, Manages, Supervises, etc. - organization structure Responsibility: Primary position function Duty: Action / activity associated with Responsibility METRICS: Satisfactory performance achieved when. Numeric, financial, date / milestone, frequency, completion, other Level of Authority: Do It, Delegate It, Report on it, take Direction Define Hard Skills (technical skills) and Soft Skills (customer service skills) 13

14 Job Description Best practices for creating Job Descriptions Identify Keywords (how people search for your job type) Title Description Required Skills / Experience / Education Preferred Skills / Experience / Education Location of the Job (helps Search Engine Optimization) Background checks required & what type List your Keywords (SEO) About your company, brand and culture (attracts and filters) How to Apply & Promote Referrals 14

15 Find the Right People Cost effective ways to find talent and for talent to find the right employers Target your audience (job seeker profile or employer profile) #1 REFERRALS ask your network.... Jobs posted on the Company / Organization Web site Jobs posted with Trade Associations (like CompTIA) Local IT Schools and Colleges $$$ Job Boards CareerBuilder, Monster, DICE, LinkedIn How do you search? Big Companies use professional search firms that have an established database and access to Job Boards. Small to medium post and network. How has IT changed? Highly skilled and Millennial don t use job boards. 15

16 Managing the Millennial Generation George Harris

17 Generations 5 Generations of Workers in the Workforce Today Working Generations Name G.I SILENT BOOMER GEN X MILLENNIAL Born 17

18 What do statistics show on Millennials? Millennials are seven times more likely to volunteer for community work as part of their school activities than the prior Gen Xers In Millennials, the teenage birth rate has reached a 60 year low, teen crime and smoking are down Use of Cocaine, marijuana and illicit drugs on the rise, while use of hallucinogens and inhalants is declining First wave Millennials rate their top two priorities in life as becoming rich and famous

19 What makes millennia s tick? Important to them to do the job well and efficiently Competitive careerist Seek Work Life Balance Seek Job Security Prefer a diverse workforce Use early adulthood to sample professions, employers and cities in which to live Disciplined especially good at hitting deadlines Comfortable with elders Comfortable in team/group/collaboration environment This may diminish independent thinking and risk-taking You will need to teach them etiquette and workplace ethics Hungry for Responsibility and Money To be productive need clear goals, structure and focus Optimistic 19

20 What are their wants & needs? Government jobs are Millennial- Friendly reasonable hours, good benefits, stability and security and a Seek relevance, sense of purpose and meaning in their work Seek meaningful work at once Impatient to make an impact Want in on creative decisions Strong sense of entitlement Crave variety and change 20

21 Recruiting Millennials Tough to recruit - the media they are tuned into changes often Recruiting must be customized, relevant and sincere Internships are especially effective for Millennials Stress your organization s stability Be diverse and friendly

22 Millennials in the Workplace What do statistics show on Millennia s 22

23 Worth Reading How to retrain the C Level executives brain to accept the creative innovative ideas or at least be willing to listen to new thoughts, especially younger thought leaders. 23

24 Assess Skills Sally Brause

25 People are Complex!

26 Before You Begin. 1. Know What Success Looks Like Study (your) top performers 2. Know What Can be Developed / Changed Knowledge Can be taught Skills Can be learned Interests Cannot teach or train Attitude Choice and atmosphere Behaviors Slight modification

27 Culture Fit How do employees describe your company when you re not listening? Develop list of attributes (i.e. innovative, customer focused, political, etc..) Company A Fast paced Challenging Fun Collaborative Innovative Company B Exclusive Hierarchical Critical Intense Rule Abiding 27

28 People Skills How will the candidate interact with others? Environment Familiar / unfamiliar, favorable / unfavorable, etc..? Variety of assessment approaches Objective assessment tool Role Play during interview Behavior based interview References 28

29 Customer Service Skills Example Behavioral Question: Tell me about the last time a customer s demands on you were greater than you originally thought. What happened? Objective Scoring Mechanism Low Moderate High Blames customer or company for the miscommunication Expects these sort of things to happen Hands the problem off to someone else Places low priority on resolving the issue in the customer s timeframe. Becomes defensive or angry when challenged by the customer. Discovers the problem and thinks through alternatives for solving it Takes steps to remedy behind the scenes Asks questions to understand the customer s stated need. Resolves the problem in an adequate timeframe but without a pressing sense of urgency. Miscommunication is recognized and openly discussed with all parties. Recognizes customers as internal and external. Evaluates preconceived customer needs vs. actual needs. Has a high sense of urgency to resolve. Puts steps in place to prevent similar problem in the future. Reference Checks

30 Technical Skills Does the candidate have the technical skills / aptitude to perform? Prioritize most important skills Must have vs. can be developed on the job? Validate certifications Interview / assess relevant experience 30

31 Interview Tips Develop and follow a process Define success Multiple interviewers Use a variety of approaches to evaluate Traditional Behavioral Scenario Assessment Tool(s) References Remember to assess attitude End of day interviewing Withhold opinion until final debrief Gut feel cautions 31

32 On-Boarding & Training John Mehrmann

33 HR Company Policy & Procedure Best Practice for on-boarding includes access to guidelines for common HR related questions to avoid future concerns. Compensation Benefits Discrimination, Harassment & Professional Behavior Vacation Policy Sick Leave / Leave of Absence Maternity Dress Code Social Medial & Policy Health & Safety Code of Conduct 33

34 Boot Camp Best Practices for new employees / new contractors Company Overview: Learn about the organization Culture: Define culture and expectations Vision: Define company vision Metrics: (Standards of performance) How to measure personal success Integrity & Ethics Tools, Software and Systems Job Shadowing: Learn from an existing expert Technical Training if applicable or specialized The first two weeks create a lasting impression! 34

35 Questions? Share your experience

36 THANK YOU.