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    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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Saturday, March 23rd, 2019

From 2/27/09 IT World Canada...
As a CIO, you need a solid IT team to help you realize your strategic goals, make you look good in front of your peers, and allow you to focus on the most strategic elements of your job. Without a good team in place, especially at the leadership level, you will have a tough time moving up in the organization.

From my vantage point as a recruiter who works with CIOs to build their bench, many of you are on top of your game. Your hiring practices are sound and your searches are fast, efficient and successful. Yet some of you get in your own way despite a strong desire to hire the best.

In your honor, I have compiled a list of the seven biggest sins you can make when recruiting senior-level IT talent. Follow these, and stagnate in your current role. Turn them on their head, and enjoy the fruits of a first-class team.

Recruiting Sin #1: Assume your hiring committee will conduct a great interview.

Candidate interviews are tricky. They are part skills evaluation, part relationship building, and part selling the company and the role. I have had candidates tell me, "Each person I met with had a different perception of this position. I don't think they really know what they want." Or, "The interview was fine, but there is nothing really compelling about the company or the role."

Recruiting fix: Sit down with your interview team prior to interviews to make sure you are all on the same page about the role. Remind them that their job is to sell the company and the position as well as to evaluate candidates. "A big part of my interview is convincing the candidate that this a good place to work with the right mix of challenge and stability and career growth potential," says John Ulen, CIO of K. Hovnian Homes. "I coach my team to do the same."

Recruiting Sin #2: Take too long to make a decision.

Joe and Larry and Sue and Kate still have to give you feedback on your two finalists, but they're involved in this major project and then Larry goes on vacation. And you expect your candidates to wait a few more weeks. Can your recruiter keep them warm? I have seen companies engage in a protracted decision-making process and lose their best candidate to a competing offer.

Recruiting fix: Give your interview team deadlines for delivering feedback, and stay on top of HR during the offer process. Even better, automate an interview feedback process so that your hiring committee can submit feedback wherever they are. The faster you can deliver an offer, the sooner you can hire a stellar candidate.

Recruiting Sin #3: Hire by consensus.

Your new head of delivery services will have to work well with the infrastructure team. Ditto for the development leaders, the finance execs and the sales organization. It makes sense that these teams meet your finalists. But many CIOs go too far and look for total consensus on a hiring decision.

Recruiting fix: "While it is smart to ask a number of different people to interview your applicants, you should do that as a final step, once you've decided on your finalists," says Jeff Chasney, CIO of CKE Restaurants. "Don't give decision-making authority to a committee," he says. "Democracy doesn't work in hiring."

Recruiting Sin #4: Keep spec changes from your recruiters.

When you make progress on finding a candidate or your needs change, your search partners need to know. Put yourself in their shoes: Imagine you came up with a technology-based solution for a line of business leader based on agreements you'd made. But when you present the application your team has built, the line of business leader says: "Oh, we actually solved the problem ourselves. Can you help us with something else?" When you fail to communicate spec changes to your search partner, you are engaging in the same bad behavior.

Recruiting fix: When you send your recruiter out to find a PMO leader and you discover an internal candidate for the role, for example, communicate the development with your recruiter as early as possible so that she can change course and stay on your original time line itCareerITB.htm

Recruiting Sin #5: Set a strict compensation limit.

As with gold and gasoline, the market sets the price when it comes to talent. If you want to hire a VP of Global Applications who has managed 172 people across 23 countries supporting 15,000 users, the market may well set the base compensation at $200K. If you have only $150K to spend, you will have to either change your budget or change your expectations.

Recruiting fix: If you cannot afford the candidate you want, see how creative you can get with sign-on bonuses, options, or benefits. Or consider a high-potential "step up" candidate.

Recruiting Sin #6: Rely on HR "Generalists."

Your HR organization is responsible for payroll, benefits, training and employee relations. In all fairness, how can you expect them to prioritize your chief architect search? What kind of training have they had to recognize technical talent? What kind of resources do they have to conduct the kind of strategic, proactive, targeted networking that your IT organization deserves?

Recruiting fix: Hire an experienced recruiter who reports directly into IT. Alternatively, appoint someone on your staff to partner with HR in recruiting and résumé review. Or consider joining forces with an external recruiter whom you treat as a long-term strategic partner.

Recruiting Sin #7: Ignore the candidate once she's signed her letter.

There is a dark scary period that occurs between the candidate's acceptance of your offer and her start date when any number of things can go awry. Her current employer seduces her with a juicy counter offer. She grows frustrated when her outreach to your HR department goes unanswered. Her family has cold feet about relocating. She cannot sell her home.

Recruiting fix: A good recruiter will hold a candidate's hand through resignation and counter offer. He will also encourage you to reach out to your candidate during the dark period as well. And if you're going it alone, be sure to check in with your new hire and remind her what a good move she is making.

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

 http://www.indeed.com/jobtrends/information-technology-industry

 

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.

Introduction

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.

Capabilities

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.

Technology

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.

Implementation

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.

Training/Support

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?

Pricing

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.

Appendix

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

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