Dear Career Coach:
Word just came down in my company that all hiring will now be done by teams. Candidates must meet with at least four people: an HR rep, the direct supervisor, a member of upper management, a peer, and if applicable, one of the reports to the position for which we're hiring. That's OK for some positions, but what possible point is there in having people who know nothing about IT quiz my candidates?
Fuming CIO
Dear Fuming:
There's more to a quality employee than technical chops. Of course, for a highly technical hire, you should have the final say, but keep an open mind. This new approach can ensure that your hires have good people skills and fit in with the company culture.
Having a cross-section of people involved in the hiring process offers other advantages as well, according to Alan Anderson, a vice president at management consultancy The Lytle Group. He says it allows each interviewer to focus on a particular area, thus avoiding repetition while providing a broader cross-section of information about the candidate. And it creates buy-in if the candidate is hired; when the business side endorses the hiring decision, there's more of an investment in helping the new hire make a successful transition.
Dear Career Coach:
I am the IT manager for a 600-employee manufacturer, with an IT staff of 11 people.
I got wind that the president of the company is considering outsourcing many IT functions. When I brought this up with him, he offered me the chance to present my case on why we should keep IT in-house, so I'm gathering data from many sources. Any suggestions?
Hurting Dozen
Dear Dozen:
You'll want to read Bruce Boardman's cover package on outsourcing for a small company (page 34). And try to determine what your president is seeking to accomplish by outsourcing. Don't assume it means pink slips all around. Perhaps he's looking to off-load tasks so your team can focus on other projects.
If the aim is to save money, Boardman says he found that the cost savings realized by outsourcing were minimal for smaller businesses. Another key finding is that when you outsource, you give up individualized service: To maintain profits, managed service providers necessarily take a cookie-cutter approach. If your company has homegrown applications or specialized processes, it's unlikely a provider will accommodate them.
Finally, if you have not done so already, consider drafting an IT mission statement, which will help you articulate what your department offers. You'll find a guide at www.hr.com/HRcom/index.cfm/125/045A0125-854F-47CD-A7D45EBEB6956DE6.
Send your questions to careercoach@nwc.com
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If you're interested in jobs in the nonprofit sector, visit TechSoup, billed as "the technology place for nonprofits," at www.techsoup.com. Besides nonprofit job listings, you'll find a wealth of articles on internships and volunteering, résumé writing, interviewing and following up with potential employers.
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