August 31, 2012

Forbes: Tech companies look for that just-right resume in the hiring process.


Software engineers, according to Gayle Laakmann McDowell, author of ‘Cracking the Coding Interview,’ need to pay particular attention in the hiring process on how they write their resumes, according to her post on  Forbes.com, “What Are Common Mistakes That Applicants Make When Writing Their Resumes for Tech Companies.” 

Even though her overview is written with the tech applicant foremost in her mind, her tips do apply across the board; furthermore, she focuses on what she classifies as “the most common serious mistakes” in writing the resume. 

Before you get too deep-in-the-weeds in a detailed resume, take to heart her pithy reminder that “resumes are not read; they are skimmed for about 15 seconds;” furthermore, a screener is unlikely to read the entire piece.

That said, here is a summary of the most common missteps in writing the resume:

“1. Long Resumes:” Short and concise with no more than 2 pages is her advice.

“2. Paragraphs/Lengthy Bullets:” Readers abhor paragraphs...and don’t use more than 1-2 lines in the bullet copy; “...ideally, no more than half of the bullets should be 2 lines.”

“3. Team/Group Focus:” Take credit up front for the projects you worked on, designed, created, etc. Leave out the team association, the reader is interested in “you.” Here it’s all about “accomplishments and achievements.”

“4. Messy Resumes:” She believes software engineers should not be creating “their own templates...If you’re not good at design, why are you doing this?”  Keep your pages uncluttered and easy to read. McDowell has no problem with using a well-designed template, one with columns, which makes it easier for the reader to scan important info.

“5. Listing Responsibility instead of Accomplishments:” Break down the responsibilities and then use bullets. Pick out 3-5 accomplishments in the roles you’ve chosen to highlight, and repeat for each role or assignment.

“6. Leaving out Cool Stuff Because It’s Not ‘Resume Material’: The takeaway in all the material you might be considering for your resume comes down to this: “start thinking about if something makes you look more or less awesome.”  

Our global clients are always looking for that ‘just right’ candidate on a contract, contract-to-hire and even full-time employment. Contact us for more information on how Comrise can help you marketed your IT skills, education and experience.
 

August 23, 2012

Dressing for a Job Interview


Once you get an interview, it's crucial to be prepared.  First impressions, which are largely formed by how you are dressed and the first few seconds of interaction with you, go a long way in determining if you're a good fit for the company and that isn't any different for people who are seeking IT jobs.
While it may be common sense to dress nicely for a job interview, that definition will vary from person to person.  So here are some solid guidelines to use when selecting what to wear and how to physically present yourself for the interview:
  • Dark, conservative suits are best.  Think navy, black, dark browns, or grey.  It must be freshly pressed.  No wrinkles.  For women a classic suit still suits best, but you don't need to be boring- you can add a scarf or small belt to show a little color and personality.
  • For men: A solid colored tie or simple patterned.  Too many patterns will distract from your message.
  • Dark shoes and socks.  If you think they won't see your socks- you're wrong!  Many interviewers pay attention to the details.
  • Get a hair cut.  A freshly groomed appearance is important.
  • For men: Shave your facial hair.  Some of this will simply be knowing the company you're applying for, but if the company is conservative, you're going to want to shave your beard and mustache.
  • No excessive jewelry.  For men: take out earrings and take off necklaces.  For women, keep your ear piercings to just one.  
  • Shine your shoes.  Saying you're detail oriented is one thing, showing it through your appearance is another.  For women: keep the show simple and comfortable.  Nothing is worse than tripping over yourself as you reach to shake the hand of your interviewer.
  • Your nails should be trimmed and clean.  Again, it's all about the details.  For women: keep the polish simple and classic, and the length appropriate.  Having extremely long nails is distracting.
Following these basic tips will make certain that you stand out in a positive way, and help the interviewer focus on your qualifications and not your outlandish outfit.  For more information on how to stand out in your interview, please contact us today!

August 16, 2012

Questions to Ask About the Company During Interview


Most people have encountered that awkward moment during the interview where the interviewer asks, "Do you have any questions?"  The reason it can be awkward is that if you don't have any questions, you fear it will look like you haven't paid attention or you don't care about the company, and if you do have questions, you worry if they are the right ones to be asking.  Use this time to demonstrate that you've done your research, you know about the industry, and you're serious about taking a position with them.
The questions you ask and how you phrase them is a reflection of you, but they can portray a positive and confident image.  Remember that the interview isn't just so they can get to know you, but for you to get to know them.  Use this time to determine if the company is one you will want to devote your time to.  Here are some great questions to ask during your interview:
  • What are the company's plan to expand?
  • What is the company's five year plan, and how does this department fit into that plan?
  • How does the company compare to other industry leaders?
  • What is your management style?
  • What kinds of qualifications would the perfect candidate for this position have?
  • How and by whom will my performance be evaluated?
  • What is the most difficult aspect of this position?
  • What is a typical day for someone in this position?
  • How many people have held this position in the last 5 years?  Where are these people now?
  • What kind of upward movement potential does this position and this company offer?
If the position is a management position, you might want to ask some questions about the employees you will manage, here are a few questions to get you started on the types of appropriate questions you can ask:
  • What kind of authority will I hold?
  • How is the current morale of employees and why?
  • Are there any challenging employees?
  • What kind of training issues might I face?
  • Have you already identified employees who should be let go?  Is anyone on a discipline plan?
Here are some topics to avoid:
  • Anything to do with salary.  The discussion of salary and other benefits will come later when the job offer is extended.
  • Anything that can be completed through a Google search, like company size and history.
By asking intelligent and thoughtful answers, you'll portray yourself as a serious candidate, who not only researched the company, but desires to know more.  For more ways we can help your job search, please contact us today!

August 9, 2012

Is Your Technology Hiring Process Screening Out Great Candidates?


The current wisdom about the job situation in the U.S. is full of contradictions:
●       There are no jobs.
●       There are jobs but no skilled workers.
●       There are skilled workers but they are not qualified for the available jobs.
●       Qualified workers exist for the available jobs but there is a problem with matching up the workers and the jobs.

Why is this happening and how do we fix it?

According to USA Today a study by Beyond.com indicates one problem is the way job descriptions are written, especially for technology hiring. Job descriptions seem to go from one extreme to the other; either they are so vague that  job seekers are unable to identify the position or the description contains a lengthy list of specific language or tool experience unlikely to be found in a single individual..

Much of  it comes down to poor screening tools with limited options. The software so many companies use to try to screen out unqualified candidates is not very flexible or intuitive. It often runs best on lists of software languages, accounting terms, or systems experience that are not as essential as being able to bring a team together and get a project out on time. But the skills for the latter are difficult to program into the filter.
When the filter is created from these lists it sorts through the incoming applications and weeds out any candidate that does not perfectly match. The longer and more specific the list of requirements, the lower the likelihood of finding a candidate that meets them all. At the end of the process, there is nobody left standing. The hiring manager can’t understand why no candidates are being referred for interview while HR sees plenty of resumes but no one appeared to be qualified.

To correct this problem hiring managers must first determine exactly what skills a position truly requires. Then they can decide which skills could be taught and which skills must be present at the time of hire. Working together with HR and recruiters, a realistic description of these skills can be used to prepare a more effective filter that is capable of screening out truly unqualified applicants and producing a short list of candidates who may not have every skill desired but who may be able to the do the job with some training.

If you are experiencing a similar problem within your organization, connect with your recruiters to ensure that job descriptions are accurate and great candidates are not being missed. To learn more contact us.

August 2, 2012

“Mediocre” Doesn’t Cut It In Today’s IT Hiring World


You’re in for a surprise, if you’re a company looking to do some IT hiring,  and even for those companies who provide IT staff to business on an outsourcing basis.


It’s a ‘battle’ to find not just good people, but in filling the senior ranks of the IT department, the hiring is just darn hard, according to “Winning the battle for technology talent,” part of a recent, McKinsey Quarterly report.

You’d think with the high unemployment---worldwide---it wouldn’t be so tough to comb the resumes of the IT crowd to find people that were a notch or two above...mediocre.

The report shares a comment from a CIO associated with a very “thriving, innovative company,” who offered this assessment of the IT hiring dilemma during his search for ‘senior architects:’

“I need a few senior architects. Note that I didn’t say good senior architects...I’d settle for a few mediocre ones...”

So what is the successful company doing to hire and keep their talented IT staff? Evidently, there is a method to retaining and nurturing this illusive hire.

Here's a summary of a few of the areas in the report that might bring insight to this issue:

Developing and retaining talent: Put away the ‘old-school’ thinking of bringing talent on board and immersing them in great training programs. Instead, put your energies to keeping and progressing with the “team you have.”

Rotate high performers. The familiar route for new, IT hires, is to place them within less demanding roles, handling areas like “Web development” through “data-center operations.” Today, it’s important to move your IT staff into “business or operational functions as well.”

Make training less technical. Yes, you read this one right: less is more in many cases; aside from the expected steps through the technical morass, some companies are making sure the IT staff “understands the business...(by addressing) the company’s customers, products, strategies and market position, as well as its operations.”

If your team needs support in developing programs to attract and retain top talent ---contact us today.