• IT Job Market, IT Jobs and Job Trends

    What is the Zander Report? At Project One we’re all about IT jobs, IT careers and IT consulting opportunities. Every day we read business and industry sources to keep the pulse of the IT job market, as well as the general management, marketing and technology trends that affect hiring.

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Wednesday, March 21st, 2018

From 2/27/09 indeed.com...
Quick peek at company job posting activity for various IT positions.



From 2/18/09 TechCareers Report...
Congratulations. You have accepted a new position. All that work in your job search has paid off handsomely. Take a breather. But not for too long as it's time to switch gears.

Your next objective is to integrate yourself into the new organization. Here are seven steps to making it happen:

  1. Day One: Maintain Old Contacts
    Start off by saying sending out 'thank yous.' Contact all the people who helped you get the new position. Often people don't make this effort because they feel they'll be in the new job for a long time. But today, when the average American changes jobs every four years, the odds say you're going to change jobs again soon. You need to keep the network alive.
  2. Avoid "Big Projects" The First Three Months
    On your second day, you think: "Here comes a big project! I'll take this one on and really impress them." This is a mistake that many people make in the first three months of employment. It's critical that you acquire knowledge about the system and the people. You cannot comprehend the implications yet of certain decisions you make. Your company isn't going to expect you to know everything in the first couple of weeks. Take your time to learn how things work.

  3. Get To Know The Stakeholders
    These are those people who have a huge stake in your success. And they don't necessarily have a fancy title. Find out who they are. Ask for their support and offer yours to them. Start the bonding process.

  4. Identify Priorities And Challenges
    Most of the world's unhappiness stems from the unmet expectations. Develop a plan that demonstrates how you will address your most critical challenges and the time frames that you expect completion. Communicate this with your boss.

  5. Keep An 'Up' Attitude
    Do not share any concerns or misgivings about the job. Even if your boss appears to be going back on a promise, be careful. So when the boss (or anyone) asks you in the first three months, "how is it going?" the only good answer is "things are going wonderfully." You are still learning.

  6. Give Precise Meaning To Your Job
    When asking for information, listen carefully to the input offered by fellow employees regarding ways to add more value to your new employer. Ask the question 'how was this job done before?' This will give you insight into how you might achieve some early successes.

  7. Keep Managing Your Career
    It's understood that no one is going to watch out for your career but you. Setting vision and long-term goals is critical in the career management process. This certainly comes into play when projects come up. If a project fits into your long term career plans, then do it. If not, then gracefully decline (you are "too busy"). The more proactive you in taking on assignments that help you achieve your career goals, the quicker you will attain them.

Final thought: Have fun!

From 2/13/09 eWeek.com...
Federal agents arrest 11 people in seven states for allegedly submitting false statements and documents in support of their H-1B visa petitions. The Department of Justice has also issued a 10-count indictment against IT services company Vision Systems Group, of New Jersey, for conspiracy and mail fraud involving H-1B visas. The indictment seeks $7.4 million in forfeitures against Vision Systems while warning that other IT companies are under investigation.

Federal authorities have busted an alleged nationwide H-1B scam ring, arresting 11 people in seven states and bringing a 10-count indictment against a New Jersey IT services company. The indictment charges Vision Systems Group with one count of conspiracy and eight counts of mail fraud and seeks $7.4 million in forfeitures.

The individual arrests were carried out Feb. 11 by federal, state and local law enforcement agencies in Iowa, California, Massachusetts, Texas, Pennsylvania, Kentucky and New Jersey.

According to Matthew G. Whitaker, U.S. attorney for the Southern District of Iowa, the federal investigation involves companies that sponsor primarily H-1B nonimmigrants. Vision Systems and five other companies under investigation have said their H-1B workers have been brought to the United States to fill existing IT vacancies. Whitaker claims the companies have not always had jobs available for these workers, placing them in nonpay status after they arrive in the United States.

n some cases, according to the charges, the H-1B workers have been placed in jobs and locations not previously certified by the Department of Labor, replacing qualified American workers and violating prevailing wage laws. The companies and foreign workers have allegedly submitted false statements and documents in support of their visa petitions.  

Since the allegedly false statements and documents were mailed or wired to state and federal agencies in support of the H-1B applications, the companies are suspected of visa fraud, mail fraud, wire fraud, money laundering and conspiracy. In addition to Vision Systems, which maintains a branch office in Coon Rapids, Iowa, Whitaker said Worldwide Software Services and Sana Systems in Clinton, Iowa, are under investigation for document fraud. 

"This is a prime example of how the Department of Homeland Security identifies fraud," USCIS (U.S. Bureau of Citizenship and Immigration Services) Acting Deputy Director Michael Aytes said in a statement. "Our adjudication officers can spot inconsistencies during the application process that ultimately lead to the successful outcome we're seeing today. Visa fraud undermines the integrity of the immigration system."

A favorite of American technology companies, the H-1B program is a temporary work visa program allowing American companies and universities to employ foreign guest workers who have the equivalent of a U.S. bachelor's degree in a job category that is considered by the USCIS to be a "specialty occupation." The idea is to help companies hire foreign workers on a temporary basis when there is not a sufficient qualified American work force to meet those needs. H-1B visa winners can work in the United States for three years, with an option for an additional three years.

The Silicon Valley has repeatedly urged Congress to raise the H-1B cap, which is currently set at 65,000 visas per fiscal year, but lawmakers have resisted, citing concerns over fraud in the H-1B program.

In October 2008, a USCIS report found that the H-1B program has more than a 20 percent violation rate. The fraud identified in the report included jobs not located where employers claimed, H-1B visa holders not being paid the prevailing wage, forged documents, fraudulent degrees and "shell businesses."  

Even before the report was issued, Senators Charles Grassley of Iowa, Dick Durbin of Illinois and Bernie Sanders of Vermont were seeking reform of the H-1B visa program. A bill introduced in the 110th Congress by Grassley and Durbin would require employers to make a good-faith effort to hire American workers first. Employers would also have to show that the H-1B worker would not displace an American worker.

The bill, likely to be reintroduced in the new Congress, would require employers to advertise job openings on a Department of Labor Web site before submitting an H-1B application. In addition, the bill would give the Department of Labor a mandate to conduct random audits of any company that uses the H-1B program and would require annual audits of companies with more than 100 employees that have 15 percent or more of those workers on H-1B visas.

"This is about protecting the American worker," Grassley said in a statement accompanying the bill. "We're closing loopholes that employers have exploited by requiring them to be more transparent about their hiring, and we're ensuring more oversight of these visa programs to reduce fraud and abuse. A little sunshine will go a long way to help the American worker."

From 2/09 Dice...
Are you paying your IT professionals too much - or too little? And how does your salary scale compare to other companies in your industry? Find out with Dice's Annual Salary Survey Results. Dice polled more than 19,000 technology professionals across the nation to measure salaries, learn which skills are in the high demand, and compare salary growth between cities. The survey gives you valuable insight for recruiting and hiring IT professionals. Review the results here

From Contingent Workforce Strategies...
Here's a brief outline you may find helpful in crafting your RFI/RFP's as it pertains to your contingent workforce.

A Contingent Workforce RFP

There are many different styles and variations of RFP's for contingent workforce services. Listed below are some of the most important topics your RFP should address.

Executive Summary

The executive summary is the half-page of text that puts buyers and sellers on the same page. It is your opportunity to position clearly what's most important to you in the RFP and how you expect it to be presented.


The introduction is your opportunity to provide the information bidders need in order to know where your program stands today, where you're trying to take it, and what known obstacles stand in the way.

Supplier Profile

This section requests background of the supplier, including geographic scope, experience, awards, references and some indication of the financial stability of the firm.


This section requests a description of the main components of the service that a provider will offer and its experience delivering that service. It also should uncover such things as how your account will be managed and how communication will flow between organizations.

Additional Services

This section collects information on any special services that suppliers can provide such as data analysis or less typical service offerings such as payrolling services, 1099 qualification services, or consulting.


Depending on the sort of solution you are seeking you will need to inquire at various depths about the type of technology that suppliers will bring to bear to your account. If your organization is seeking an MSP/VMS relationship then the questions in this section need to be quite detailed.


This section requests the approach to implementation that your suppliers will take, the resources that they will bring to bear for the project and their expected timeline.


How will your suppliers help your organization get up to speed with the tools, technologies and processes that must be mastered with your new supplier relationship? And what support will they provide for ongoing education?


This section is perhaps the first thing most RFP readers jump to, but should really serve as the start of a discussion rather than the endpoint.

Service Level Agreements

Companies often require that their providers meet certain levels of service delivery and have some of their profits at risk if those levels are not met.


The user of any RFP will benefit from having a glossary of terms to ensure that there are common understandings of important terms.

From Contingent Workforce Strategies... 
Make sure your vendor metrics are realistic and fair.  Including your vendors in defining vendor scorecards and performance measurement criteria, not only "buys them in" to the process but produces more effective ratings and service level agreements.

Peek Under the Hood:  Trust, But Verify


All too often, corporations enter a staffing vendor relationship with the mindset that the vendor is untrustworthy. Whether it is on the contract staffing side or the direct hire side, most human resources departments approach the relationship cautiously and often try to keep the vendor at arms-length. But such a negative approach practically guarantees failure. When there is trust in the relationship, though, it's perfectly reasonable for the buyer to expect that trust to be justified - and that results from mutually agreed-upon measurements.

It is a common practice for buyers and managers of contingent workers to dictate outcomes and measures to staffing vendors. Such an approach is certainly more streamlined and easier to implement. However, including staffing vendors in the task of setting outcomes and metrics will prove to be a superior method.

Successful implementation of a program where staffing vendors are part of the process of setting outcomes and measures starts with an important shift in how buyers think. The first step in shifting that thought process is viewing staffing vendors as an extension of the human resources department.

Change in Perspective
This shift by HR or even procurement departments does not happen overnight. It requires senior leadership to establish a policy of viewing vendors as an extension of the company itself. Ultimately, a plan will need to be built out that includes conducting a gap analysis, establishing an envisioned future, educating employees, setting relational guidelines and conducting regular follow-up meetings.

Developing a mindset and mode of operation that staffing vendors are part of a team will engender loyalty and flexibility. One positive effect is that your company will become a priority account. Additionally, it can yield a whole host of information, from a staffing vendor's perspective, regarding best practices in the talent acquisition game.

I am not proposing that a corporation become completely transparent to its staffing vendors. These relationships function best in a checks-and-balances system. And they work better when all parties are involved in creating the measuring stick. "Better" in this case is the implementation of an organization's overall staffing strategy.

Assume that a company has a healthy, open relationship with its staffing vendors. How do the two entities set outcomes and measurements that deliver value and are fair?

Strategic Alignment
In a perfect world, the outcomes that one would be setting with staffing vendors are pulled directly from the organization's staffing strategies, which, in turn, are aligned with its corporate strategies. Such results could be global, such as accomplishing key initiatives (staffing a new plant or staffing a project). Others could be smaller in scope, such as increasing utilization rates or conversion rates.

With the outcomes in hand, it is best to ask staffing vendors such questions as:

  • Are the metrics we are currently using helping us to reach these outcomes?
  • Are they realistic?
  • Are they generating the best and most useful information?
  • Are they helping us all to succeed?


The better staffing vendors will have numerous metrics that they will share gladly in exchange for deepening their relationship with an organization. Those metrics that were created by both parties will actually improve results.  

Avoid Errors
A common and critical error is to make dollars and cents the dominant measurement of a vendor relationship. That is because it will affect all decisions governing staffing vendors - including those that don't hinge on economics. If the need to spend less money is not balanced with other outcomes, it will have a deleterious effect in many ways. The best approach is to put the dollars spent against priorities. If something costs more, but is also more important to achieving a company's goals, then it is money well spent.

It is a critical error to push unrealistic metrics on staffing vendors. Vendors then find it difficult to buy into the program. If they are part of the process, and if their input is heard, good things will result.

Some metrics simply do not make sense. Take performance metrics, for example. On any given day, see if your company's best internal recruiter can match the performance required of a staffing vendor. If not, then those higher expectations of the vendor should be reviewed.

Meanwhile, some metrics make sense on the surface, but not when you dig deeper. For example, establishing a four-hour turnaround time on requisitions or requiring a certain number of submissions on requisitions seem logical. Yes, companies want a quick turnaround time and want to ensure that staffing firms on their list are working diligently on their job orders. In reality, though, such requirements encourage vendors simply to submit resumes in quantity. Over time, quality goes out the window.

By viewing staffing suppliers as an extension of an HR department, by setting outcomes and measurements in conjunction with staffing vendors, an organization enhances the value of what is delivered and at little or no cost. Otherwise, the supplier might chafe under arbitrary control to the point where it will seek other opportunities. Or, the company might be faced with a constant churn of vendors that can't meet its arbitrary standards.

The ultimate goal for any organization that relies on contingent work is flexibility, cost-efficiency and quality work. All of those can be met with a different way of thinking and some cooperation.

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