Teema Press

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Welcome New TEEMA Members – February Edition

ahMeet Andrew Herrington
Role: HY  |  Specialty: S & M  |  Area: BC

Andrew brings 8 years of experience including IT contract recruitment, temporary staffing & executive search. With a focus on Sales, Marketing, Operations & Logistics, he has worked to maintain long term relationships which have allowed him to build a trusted network of both clients & candidates.

jhMeet Jim Halyard
Role: CM  |  Specialty: A & F  |  Area: California

Jim has over 10 years of experience fulfilling a diverse range of staffing and recruiting needs in the Finance & Accounting, Human Resources and Technology Sectors. His experience includes market development, strategic and consultative sales.

 

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Meet Alex Asaad

Role: HY  |  Specialty: A & F  |  Area: Toronto

Alex started his career in the Financial Services industry working in management with Canada’s top financial institutions. He then transitioned into the recruitment industry & for the past 9 years has focused on the Finance & Accounting sector across many industries.

 

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Meet Amahl Pitts
Role: TM  |  Specialty: General  |  Area: Pennsylvania

Amahl brings 10 years of Sales experience with him from the Insurance Industry. With his dedication to growing client bases and networking, he has shown that he works hard to satisfy customers needs, & to make them feel at ease with their decision to work with him, due to his willingness to help.

 

 

STIGMA AROUND UNEMPLOYED EXECUTIVES IS BAD FOR BUSINESS

STIGMA AROUND UNEMPLOYED EXECUTIVES IS BAD FOR BUSINESS
By Steve Reimer, VP

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Unemployed executives don’t literally stink – but many companies looking to hire their next big player sure seem to treat them like they’ve doused themselves in blue cheese sauce. Even taking a year or three off to raise a family can carry an unfair stigma in the eyes of some HR managers (ie. “This person isn’t committed to their career). As for the capable, can-do department leader who got canned a year ago along with 1,000 others in a crude, across-the-board cost-cutting measure by a big corporation – well, “if she was any good, the company would have found a way to keep her on board.” When recruiters go looking for new hires, priority goes to professionals who already have jobs – and that’s a potentially costly mistake. More and more companies are recognizing this blind spot now – but not as fast as I’d like to see.

The truth is that good, smart people can find themselves out of a job for bad reasons. They get caught in a major downsizing a week before a scheduled performance review that would have actually seen them up for promotion; they lose an office politics fight with the CEO’s bullying nephew over something totally unrelated to their work; their company just goes out of business (which would have happened years earlier without this candidate’s Herculean effort and will to win – sometimes, even the best-laid plans fail).

Companies need to stop overlooking these hidden gems – and not for the reason you might think. It’s not about getting a salary discount on a hungry executive who may be starting to feel a bit desperate after 6 months or a year away from working. Rather, it’s about picking up top candidates that your competitors are ignoring, to their disadvantage.

There is an added risk factor involved – certainly, some executives in between jobs were fired for good cause. To mitigate that risk and find that hidden gem, you’ve got a few options.

Do some extra reference checks, beyond your normal process. See how they’ve been spending their time in between jobs; picking up skills through courses or volunteering is great, but also consider life experience they’ve gained in the meantime. Have they built a network that could be useful for your company? How have they grown since their work status was ‘interrupted’? What have they learned from past failures – and what might they do differently?

Without hiring your recruitment process drastically, you can open yourself up to high-quality candidates who may be more capable, driven and loyal than those who are willing to jump ship out of boredom or complacency. Kick the stigma and recognize greatness where you find it.

Looking for a recruiter that can help you find those hidden gems who can help your company achieve greatness? Contact us today.

Finding and Recruiting IT Developers – Getting Top Talent

talent-pipelineFinding and Recruiting IT Developers – Getting Top Talent
When it comes to building your IT development team, you are going to find that the avenues that most people take are useless. Sure, you could try to post an ad on a classifieds page, and you could even try to put up a few links here and there, but you’re going to find that it’s going to be pointless. The truth of the matter is that every major company needs talent, and they are scooping people up left and right. They are doing so through direct contact, head hunters, and much more. You will not be able to recruit anyone within the world of computer programming, software engineering, or marketing without thinking outside of the box. You are not going to get the best candidates by playing it safe, and just waiting for people to reply. The best in the business already have a job, or are freelance, reaching them is going to take a bit of effort.

Going To Them Directly
The first option is simple, find personal websites from programmers, and contact them directly. You’ll find that every developer, including those that are working with Java, .Net/C#, and ecommerce workers have their own personal pages. You will have to take an active role in finding them, no matter how obscure some of them may be, read them, and contact them directly. Some will have their full contact and email up front, others will force you to comment on a post and weed your commentary out in case it is considered spam overall. This is the first tactic and it works some of the time. You could always try social networking, but be careful here, the best developers are getting solicited a lot.

Offering Something Better
For those that are serious about landing a top notch software engineer or computer programmer, it’s imperative that you do not just offer a standard software developer salary. Yes, these are high, but you are going to have to give more than what everyone else is giving. If you are serious about building your team, you are going to be competing with companies like Google, Amazon, and Microsoft. They don’t just court talent, they give them benefits, stock options, and open up the floodgates of promises before onboarding anyone. Whether the individual actually gets the promised elements is beside the point, they dangle a lot to these individuals in hopes of signing. You’re going to have to figure out what they want, and how to entice them, without breaking the bank. It’s a nuanced approach you need to carefully plot.

The Long and Winding Road (becoming social)Whether you need a Java Developer, .Net/C# Developer, Salesforce Developer, or Automation Testing experts, you are going to have to start a relationship with candidates that bleeds into something more than business. That may mean that you will need to network at gatherings, events, and social arenas that these individuals go to. For instance, there are conventions amidst developers where they all gather and join in social events. Think gatherings like “Defcon”, “Quakecon”, and anywhere you may find a great gathering of tech individuals will end up and put their guard down a bit. Again, this is not a short term solution, it’s a part of meeting them where they are and offering something better than some of the top corporations are going to be offering. Salary alone will not cut it, but if you network and show interest at a social level, you may get heard a lot more than just sending an email and treating them to a free dinner.

Head Hunters
One option that you may want to look into, especially if you’re desperate for a tech team that knows what they are doing is hiring head hunters. Tech head hunters scout out top talent and throw out a lot of phone calls, offers, and deliver them to top human resources departments. Of course, they will take a cut or a “finder’s fee”, but you will find that they can get you the best talent today. The same rules apply as mentioned above, but you will save a bit of time in regards to the “search” for top IT developers that’s for sure.

-Blake Warner, TEEMA Solutions Group

TEEMA Breaks It Down: Interviewing

interviewWhat Happened?

You prepare your resume after hours of research on how to best showcase your experience and accomplishments.  You research various jobs and companies and solicit help from your network.  You write compelling cover letters and apply to selected job opportunities.

Your investment pays off and you are invited to an interview.  You know you are qualified for the role.  This is a great opportunity to find out more about the company, the role and the people that work there.  You want to establish if there are opportunities to expand your skills and build your career.  You can find out what they pay, if they have remote work options, how much vacation they offer and generally what benefits they provide to their employees.  You look forward to getting more information and deciding if this is the opportunity for you.

You go for the interview, get all the information you need and decide it is a great opportunity and you REALLY want the job.  Then you receive a standard rejection note…”thank you for your time… we had many qualified candidates…difficult decision…best of luck to you in your career.”

You are unlikely to get offered every job for which you interview but what happened?  Why didn’t they want to hire you?  You will probably never know as most companies will not provide detailed feedback.  There may have been another candidate more qualified for the role. Or you did something (or didn’t do something) in the interview that made you lose the opportunity.

Preparing for the Interview

Check your Mindset

If the above description is how you felt when you prepared and went for the interview, you may want to adjust your mindset.  Don’t see the interview as your opportunity to get more information and decide if it is the right role for you.  Instead, see the interview as your opportunity to demonstrate why the company should want to hire you, not the other candidate(s) they are interviewing.  This may sound counter intuitive because you need to get more information and you may decide you don’t like the company, the corporate culture or the job.  You may get a low salary offer or not like their benefits.  If that happens, you can professionally withdraw from the interview process and move on.  But don’t focus on what you want when you are preparing for the interview or when you are in the interview.

The interviewer asked to meet you so you can assume your resume shows you have the skills and experience required.  Now they want more information about your skills, attitude, communication and interpersonal skills.  They interview you based on your resume.  They hire you, or don’t hire you, based on how you present your skills and yourself in the interview.  You should assume you are not the only candidate interviewing for the job.  You are competing for the job.  And if another candidate does a better job of demonstrating why they should be hired, you lose.

Do your Homework

Some candidates think they can research the company and the role after the first interview, once they know they are interested.  During the first interview, when it becomes obvious you haven’t done your homework, the message you are sending is that you are not interested, not organized, and not prepared.  Who wants to hire that person?  Assume they will ask you “What do you know about us?” and be ready with an accurate, concise answer that shows why you are interested in the role and the company.

And do your homework on yourself.  Do not assume any questions about you or your experience to date are easy.  Review your resume and ensure you can go into detail on anything they may ask.  Find some standard interview questions online and practice answering in a concise, accurate way.  Ideally have someone do this exercise with you and give you feedback on what your answers convey to them.

A favourite interview question used by many hiring managers at the beginning of the interview is “So, tell us about you”.  The interviewer intends it to be an ice breaker and an opportunity for you to highlight what you think they should know about you.  If you have not prepared for this question you may go blank or you may drone on for five to ten minutes with irrelevant information, unable to stop yourself, even as the interviewer’s eyes glaze over.  Have a standard two minute overview about your professional history to date that you tailor for different opportunities to keep it relevant.  This question is a potential landmine if you have not prepared or it can be a great opportunity to start the interview well.

In the Interview

Be yourself.  Yes, you are going to be your professional self with your marketing hat on but don’t try to be someone you are not.  You are unlikely to carry it off and, if you do, you will end up with a job or a team culture that doesn’t suit you.

Dress code is important.  If you don’t know the company’s dress code, ask the person who invites you to the interview and always dress a little smarter than their dress code.  If they wear jeans, you wear slacks and a shirt.  Everyone understands if you are overdressed for an interview.  If you are dressed more casually than the interviewer, you send a message that you didn’t care about impressing them.  And, as unfair as it may be, the interviewer is assessing you before you even say hello.

Answering interview questions.  Make sure you understand what they are asking and seek clarification if you are not sure.  Answer the question directly and concisely.  Don’t use one word “yes” and “no” answers that sound terse but you should not have longwinded or irrelevant answers either.  A good rule of thumb for your answer is thirty seconds to two minutes.  And don’t focus on answering quickly. There is nothing wrong with taking a few seconds to think about what you want to say and how you want to say it.

The money question.  If they ask you what you are looking for I recommend you work on the assumption they pay fair market salaries and avoid naming a number if you can.  The discussion around compensation can happen at offer stage.  You may decide to turn a low offer down if it is not negotiable but that is better than not having the opportunity to consider an offer for a job you want.  Tell them your priority is a job and a company you can thrive in and you are assuming they will pay a market related salary.

Your turn to ask questions

Finally, they ask you if you have questions for them.  After 45 minutes of the interview being all about them, now it is about you.   Sort of.  Yes, you should ask questions.  What you ask and how you ask it makes as much of an impression on them as your interview answers.

Always have three to five interview questions written down to take with you into the interview.  If you don’t write them down, you may go blank or ask “instant death” questions.  Not asking any questions makes a poor impression as it is often interpreted as a lack of interest.  “Instant death” questions are questions about money, office hours, vacation days.  Yes, you need to know these things and you would not accept an offer until you have this information.  But when and how you ask these questions is important and I recommend you don’t ask them until the job offer stage or until they raise the topic.  The logic here is that this information isn’t relevant until the most important elements have been addressed (job, company, team culture).

Instead, focus your questions on the job, the team and the company.  This information will help you make a better career decision and these questions will demonstrate you are making a career decision.  After all of your work to prepare for this interview, it is a great way to wrap the meeting up.  Responding to “What questions do you have for us?” with a question like “How much do I get paid?” can end your meeting on a discordant note.  Rather ask something like “What are the key things you need this person to achieve in the first three to six months?”  Besides making a better impression, it will give you additional insight on the role.

Interviewing is tough.  And it is a skill that is not directly correlated to your ability to do the job.  Prepare and practice.   Ideally you get offered every role but, at a minimum, you won’t get knocked out for poor interview skills.  Unfortunately, it is not the best person for the job who gets the job – it is the person who does the best interview.

 

DarielleDarielle Pettem, Client Manager, TEEMA Solutions Group. Darielle is a recruitment professional with over 20 years of success helping companies solve their recruitment challenges. Her broad knowledge gained from a variety of market sectors combined with her experience in both the “in house” and agency world enable her to add value beyond making quality introductions. Darielle’s consultative and thorough approach can be leveraged to build expertise and quality in all aspects of talent acquisition and job searching. Darielle specializes in high tech recruitment with TEEMA Solutions Group (www.teemagroup.com)

KNOWLEDGE MANAGEMENT & MITIGATING RISK

KNOWLEDGE MANAGEMENT & MITIGATING RISK

By Vaclav Vincalek, CIO

 

manage-your-riskIf the USA wanted to put a person on the moon in 2015, NASA would be hard-pressed to repeat their grand achievement from 1969. Sure, we have better technology now – but the old Apollo rocket scientists who got Neil Armstrong to the moon and back are all long-since retired. Virtually all of their successors have been given their pink slips. That’s not exactly a small problem.

It’s also a problem to which most companies can relate.

When people first started talking about Knowledge Management, there was this idea that somehow you could extract all of the information you needed from employees and put it in a manual. Then you’d fire those employees. Next, you’d hire someone cheaper – just have them read the manual.

That was the theory. It never worked in practice.

Whether we’re talking about technology or business operations, the key to knowledge management is ultimately about keeping the right people around. I’ve seen this play out many times: a top executive wakes up with an amazing idea, brings it to the board meeting to set this new venture in motion – and then good old Gus, who has long outlasted the executive who hired him, adds his two cents:

“We tried this exact strategy out 10 years ago. We hired three total professionals to carry it out. We went all out on marketing… and we got nothing to show for it but a half-million dollar loss and some trade show signs and brochures I think you’ll still find in our utility closet.”

You don’t get that kind of sober second thought by reading a manual. People don’t operate that way. A company can either invest six weeks or maybe even a few months doing an intensive strategy review and risk assessment – or they can just ask Gus, who already knows where the landmines are buried.

Of course, it’s not all about negatives and counterfactuals. Every longstanding company needs someone who remembers where the old files are kept – the ones that couldn’t be exported out of the old database, but which are now vitally important with the taxman calling. Your senior IT executive might not be your fastest coder in Flash, but they’ll find the old hard drives in a flash on the sad day when your disaster recovery plan is needed.

Business continuity doesn’t come just from carefully-preserved terabytes of data on your servers; it comes from the people who know where to find solutions (or where to avoid problems) at just the right moment.

Technology helps public and private organizations maximize the value of what they do. We can help.

SOLVING THE ENIGMA OF RESULTS-ORIENTED HIRING

SOLVING THE ENIGMA OF RESULTS-ORIENTED HIRING

 By Steve Reimer, Vice President

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At the start of The Imitation Game, the man considered to be the father of modern computer science is in a job interview. The interviewer, a military man, is rather cagey about the job itself, instead focusing on the essentials of Alan Turing’s skills and experience. Meanwhile, the candidate seems positively bored with the prospect of merely talking up what the recruiter can see in the dossier right in front of him. Turing knows why he’s there: to solve an insoluble problem; one that can win a war. He chooses not to dance and nearly gets himself kicked out of the interview – a circumstance that would have prematurely ended the last hope of a nation on the ropes.

It got me thinking: when it’s time to recruit top level candidates, companies don’t just need a particular set of skills. Usually, they need a certain result: higher sales, reduced costs, faster production, fewer coding errors, etc. Oddly enough, most companies aren’t very transparent about what they want from a new recruit – and that inability to manage expectations on both sides can cause big problems later on.

It’s understandable how this happens. The leadership team at firms with some history think they understand how the process works: input ‘x’ plus input ‘y’, at 40 hours per week for two or three consecutive business quarters, equals success. The old VP of Sales got a nationwide campaign up and running in 6 weeks and all the new hire has to do is follow those same tracks; success will surely follow.

That’s a misconception. In any business project or campaign, there are going to be many variables – and past success is not proof of future probabilities. “How long will it take to get this new product launched?” “What’s the sales strategy to launch this globally?” “How long will it take for us to fix this bug that’s killing our software sales?” For these and a million other business problems, giving the same inputs you tried last time won’t necessarily lead to where you want to go.

Instead of drafting job descriptions and interviewing based on skills and experience that you think will help find a person who can do the job, make sure you’re transparent about the problem the new hire is going to solve. They may have their own ideas about how to solve your problem – the best people will rise to the occasion.

Looking for a recruiter who can help you find executives to solve your problem? Contact us today.

Welcome New TEEMA Members – January Edition

fgMeet Frank Gump
Role: HY  |  Specialty: Supply Chain  |  Area: Florida

Frank is a seasoned professional in the career management, corporate recruiting & executive search industry. He works exclusively at the leadership & management levels, and understands the complexities of the leadership level search.

 

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Meet Blake Warner
Role: HY  |  Specialty: General  |  Area: Utah

Blake has extensive experience building Elite Inside Sales & IT Teams. He brings to TEEMA experience of driving numerous IT sales floors from low triple digit annual revenues to multiple 8 digit. He has placed over 300 individuals in the past 24 months

 

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Meet Jay McCarty
Role: HY  |  Specialty: Technologies  |  Area: Florida

With 20 years in Staffing, Jay has had the good fortune to work with Industry leading organizations, people & process. These experiences are the driving force behind every goal to ensure service delivery to clients, but ensure that client expectations are exceeded.

 

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Meet Sarah Turner
Role: HY  |  Specialty: Technologies  |  Area: California

Prior to coming to TEEMA, Sarah has been working as a mostly perm-placement tech recruiter with the CyberCoders Boston office since 2010. Sarah loves what she does and—as it goes with all people—that most definitely shows up in the work that she does.

 

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Meet Barbara Healy
Role: TM  |  Specialty: General  |  Area: Washington

Barbara brings 20 years of full cycle recruiting in both agency and corporate settings to TEEMA Group. Her focus is on recruitment of mid-management to non-management candidates who have proven track records in Operations.

 

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Meet Jenny Genung
Role: HY  |  Specialty: Technoligies  |  Area: California

Jenny has been fortunate to have worked for such strong leaders throughout her career who believed in her ability & passion. By welcoming constructive criticism, working well under pressure & having the ability to lead, she quickly became a success to her clients, candidates, leaders and team. 

 

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Meet Glenn McIntosh
Role: HY  |  Specialty: Technologies  |  Area: Texas

Over his 25+ year career in the staffing industry, Glenn has enjoyed matching the right candidates to the right roles & companies for the mutual benefit of all involved. He began his career in Healthcare, transitioned to Engineering & Technical recruiting.

 

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Meet Jim Halyard
Role: CM  |  Specialty: Accounting & Finance  |  Area: California

Jim has over 10 years of experience fulfilling a diverse range of staffing and recruiting needs in the Finance & Accounting, Human Resources and Technology Sectors. His experience includes market development, strategic and consultative sales. 

 

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Meet Darren Pembroke
Role: CM  |  Specialty: General  |  Area: Arizona

Darren brings significant client facing, consultative sales & marketing experience to TEEMA. Darren has been working in the staffing & recruiting industry since 2007, & has a great history of success in assisting his clients meet their talent needs & goals.

 

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Meet Jeff Sprague
Role: TM  |  Specialty: Technologies  |  Area: California

Jeff began his Recruiting & Staffing career in the Silicon Valley in 1996. Jeff is an extremely efficient, solutions & results driven Recruiter with expertise in Contract Staffing, Permanent Staffing and Executive Search. He is an effective team builder and trainer.

Welcome New TEEMA Members – December Edition

64922dd1-c1f2-46cc-b63b-3112e138c565Meet Chris Smith
Role: Hybrid  |  Specialty: A&F  |  Area: Utah

Christopher has extensive experience in the areas of engineering & finance. He is an executive search professional specializing in attracting critical finance & accounting senior management talent for top organizations across a variety of industries. 

 

9a5df1ee-db90-4aa6-9949-74bc689cfae2Meet Scott Cavaioli
Role: Hybrid  |  Specialty: Tech  |  Area: Massachusetts

Scott has been a technical recruiter since 2008; he applies a functional understanding of technical requirements & long-term business practices. He has filled roles with companies as small as 10 and as many as 10,000 people.

 

9542b114-6da0-4a9b-939c-41fae4eb823fMeet Lori Moore Sharp
Role: TM  |  Specialty: Healthcare  |  Area: Pennsylvania

Lori brings 10 years of experience building relationships throughout her career in Medical Device Sales. She provides the highest level of service to both clients and candidates, and working to understand the needs of all parties.

 

521bda88-198b-4f19-9339-9c7f0a427356Meet Amanda Carter
Role: Hybrid  |  Specialty: Technologies  |  Area: California

Amanda has most recently been in an Executive Recruiting Director role and comes with 11 years of Recruiting experience. She has placed hundreds of candidates on a FT/Permanent and Contract basis.

 

62edb313-0a87-421e-83eb-436b531a22f9Meet Juliann Koehler
Role: TM  |  Specialty: Tech  |  Area: Arizona

Juliann started recruiting executive healthcare professionals & has expertise in IT.  With her background in management she is able to understand the needs of the client and what they are looking for.

 

 

d83959f5-572a-4275-af63-a3adf42ec609Meet Christine Selman
Role: Hybrid  |  Specialty: Tech  |  Area: Arizona

Christine has been recruiting IT & Engineering professionals for over 15 years. She is a dedicated, results driven professional who takes great care in partnering with her candidates & consultants every step of the way. 

 

d012dd2f-ee3c-41c5-b0c3-d180147297c7Meet Carol Neuner
Role: TM  |  Specialty: Technologies  |  Area: Arizona

Carol is an Executive search professional recruiter and career coach with 20 years experience focusing on the following industries: Manufacturing, distribution, healthcare, finance & accounting, defense, and aerospace.

 

0d03c6cb-a171-488d-abd9-d2601d11d8ddMeet Alishia Rajabali
Role: TM  |  Specialty: Tech  |  Area: BC

Alishia’s professional career includes 7 years of senior full cycle recruitment & client management in Accounting & Finance. She has had great success with small to large as well as multi-national recruitment firms and attributes her success to dedication and exceptional customer service.

TECH & THE CITY

TECH & THE CITY

By Vaclav Vincalek, CIO

 

city“Your tax dollars at work”. Usually, the phrase follows some obnoxious example of government inefficiency. But along with the negative, comes the positive: at least we expect that our system of elected representatives and the civil servants who carry out their directives are probably at least trying to keep us all happy. After all, if there are too many complaints before they solve our problems, there’s always a fix at the ballot box.

We recently helped out a municipality that wanted to better understand the value of the technology they were using to provide services to a fast-growing population. They wanted the assurance of 3rd-party experts that their IT team and their technology were providing the taxpayers with real value – a common and laudable goal.

We gave them an IT assessment, interviewing staff, delving into their systems and viewing their processes. They were curious about the possibility of migrating their data to a proprietary database, so we explored that and offered recommendations. In the end, we determined that their main challenges had less to do with technology (which seemed to be working as advertised for them, most of the time), but with communication and structural issues. A system that works just fine for 10,000 residents was not so efficient when a resource boom helped the town more than triple in size. The sheer number of service calls and bookings for maintenance schedules was starting to overwhelm the town – and the various departments affected hadn’t put in a request to IT to give them what they needed – because they didn’t know that was an option. They saw that IT was being told to hold the line on spending – so what was the point of saying anything?

We think of business as efficient and government as – well, not so efficient. Executives make decisions and those decisions get implemented. But IT projects can require capital investments with significant price tags – which can require votes of Council and the Mayor. Projects get held up by political realities (and taxpayers probably wouldn’t be happy with the reverse – unrestricted funding requests rubber stamped by civil servants unaccountable to the people).

Municipalities that want to keep the public happy need to ensure lines of communication are clear between departments, IT and the people who give the orders. In politics as in business, those that speak loudest often get their way – and whether it’s potholes or database problems, these things don’t get fixed unless someone advocates for change.

Technology helps public and private organizations maximize the value of what they do. We can help.

HIRING THE BEST TALENT IN THE WORLD

HIRING THE BEST TALENT IN THE WORLD

By Brian Antenbring, President

 

talentThe big news in the USA these days is a Presidential amnesty for millions of ‘undocumented’ people who have jumped the legal immigration queue, many by literally jumping a fence. The country struggles to attract top talent needed to keep the most cutting-edge firms ahead, while lower-skilled workers suddenly find themselves competing in a low-wage race to the bottom.

Meanwhile, in Canada, the situation is very different. Work visa regulations aren’t so stringent and that’s helping growing business hubs like Vancouver get the talent they need. Silicon Valley’s loss is Silicon Valley North’s gain. As a recent Business in Vancouver article noted, those immigrants aren’t just seeking employment in high-growth sectors, but actually hiring workers themselves as successful entrepreneurs.

We still see untapped potential, like the Forestry Engineer from Asia who drove me home from the airport in his cab a little while back. It’s not a seamless transition for everyone – but this steady stream of immigrants ultimately brings more opportunities that not all employers recognize.

Immigrants can bring an array of added value to any organization:

1) Language Skills. For any company with an international customer base, this is critical. Not enough companies take advantage of the possibilities to truly reach a global market. This can be particularly helpful in marketing, legal, and human resources positions.

2) Connections. In business, it’s not just what you know, but whom you know. New immigrants may maintain strong connections to potential customers or partners in places where you want to do business. At the very least, they can have critical insight into where to go searching to build those connections.

3) Business Culture. The in’s and out’s of doing business with firms from other countries have been the subject of countless thick business books and paid seminars. Having an expert in-house is a lot more effective.

4) Technical Skills. Back in the late 1980s, large North American firms struggled to learn from Japan’s just-in-time manufacturing and supply chain processes. Today, local engineering firms are looking at mag-lev technology developed in Europe and being implemented on a massive scale to move China’s teeming millions. An immigrant’s resume may include expertise you literally won’t find elsewhere.

5) Regulatory & Security Compliance. This area can be a nightmare for companies that want to focus on their core business activities. In many cases, regulations will be different for different countries – and the singular horror of going through privatization, nationalization and back again, or some similar catastrophe is the kind of experience that’s hard to find.

Looking for a recruiter who can help you find the best global talent? Contact us today.