New Ways of Recruting in a Hot Market - Page 2

Jul 18, 2007

CIO Update Staff

IT professionals have more options and are pickier about their choices of employment. Because there is greater demand, IT workers, especially those with highly sought after skills, require extra wooing from enterprise IT leaders. In addition, IT leaders must recognize that the candidate’s decision-making process takes into account culture, brand, advancement opportunity, technology profile, and business involvement as well as compensation.

New Challenges

With recruiting moving up their priority list, many CIOs are confronted by myriad challenges finding and attracting the right talent for their organizations. CIOs are:

Concerned about IT’s limited talent pipeline. Fewer young people are pursuing careers in IT, and many of those who do are more interested in working for a Google than an enterprise IT organization. Additionally, many baby boomer IT professionals will soon be eligible for retirement, leading either to lost knowledge or to a new class of expensive, part-time contractors.

Dissatisfied with resume quality. CIOs have trouble finding people with the specialized skills they need. When they place ads on job boards or in newspapers, they receive resumes from candidates with the right buzzwords but not the corresponding skill sets.

Recruiting firms and HR departments without sufficient IT knowledge or context fall for this ruse and refer keyword candidates to IT, lengthening the time and cost it takes to find truly qualified candidates.

Worried about pay scale imbalance. In pursuing specific skills, IT leaders might pay a premium in highly competitive talent markets that distorts compensation grades in their organizations over time. As current employees become aware of widely disparate pay grades, morale suffers and staffers wonder if their skills would be worth more in another IT organization.

Frustrated with recruiting firms. CIOs feel comfortable using recruiting firms to fill executive roles, but are skeptical about their effectiveness in finding midlevel talent, particularly for high demand roles (e.g., project managers, business analysts, and Oracle DBAs). Common complaints from those involved in finding good fit candidates include ignorance of the role of IT culture, recycling of resumes found on online job boards, and insufficient prescreening of candidates.

Burdened by geographic considerations. Although CIOs are willing to recruit outside of their geographies, candidates might be reluctant to relocate due to quality of life and spouse employment opportunities. This reluctance to relocate forces IT leaders to “cannibalize” the local market.

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