Information Technology Recruitment
INFORMATION TECHNOLOGY RECRUITMENT 6
InformationTechnology Recruitment Responses
Whatfactors make the recruiting of IT professionals a challenge?
Theprocess of recruiting an IT professional is made challenging by thecomplexity of the skills and knowledge that the expert has. Theprocess faces challenges of evaluating the skills of the expert aswell as the skills from his knowledge base and experience. Not onlyis it challenging to evaluate a candidate’s skills, it is alsochallenging to understand his or her orientation in terms of ITservices he offers (Klingner & Nalbandian, 2003). The knowledgethat these people possess is not well quantified in a paper or acertificate like any other professional. Their abilities areunderstood from their creativity and compatibility of their skills tothe technology of the hiring company.
Theprocess of hiring IT professionals is further complicated by theinvolvement of non-IT professionals in the interviewing andevaluation process. This creates a gap between the interviewing paneland the candidate due to the lack of knowledge between the two sides(Klingner & Nalbandian, 2003). In addition, some members of thehiring team are not conversant with the complex IT terms.
Finally,the IT profession is a volatile and dynamic field whose skills andknowledge changes over a very short period of time. Therefore, itmakes it challenging for the hiring team to determine which candidateis well versed with the latest technology and even the technology ofthe future. This is challenging because the past IT skills cannot beused to evaluate a current job or future job descriptions.
Ifyour organization recruits for IT professionals what steps has it hadto take to get the best qualified candidates?
Thefirst step is to define the job by establishing the right jobdescription for a vacant position. This helps the interviewing panelto have substantial objectives of the hiring process for each of thevacancies to be filled. In addition, this provides the interviewingpanel with a benchmark through which they evaluate the candidates.
Thesecond step the organization takes is constituting an appropriatepanel for the interview process. This will give the hiring manager achance to include the most qualified people in the organization toevaluate the new recruits. It also provides the panel with adequateIT experts in the organization to be part of the recruiting team,since they are the most appropriate people.
Thethird step is to prepare a set of predetermined questions for all thecandidates as well as specific questions for each candidate. The setof questions makes it easy for the interviewing team to directappropriate inquiries to appropriate candidates. The questions alsoassist the panel to avoid idle moments in the interview room, andkeeps the candidates engaged.
Thefourth step the organization takes is to research all the candidatesbefore they even arrive for the interview. This gives the panel themost important aspects of their career and provides areas ofquestion. This also provides the experiences of the candidates aswell as their conduct at work from their referees. This is importantbecause it helps the panel to detect any untrue information providedby the candidates.
Thefifth step is to invite the candidates for interviews separately andwith time breaks to allow each candidate to leave after the session.This avoids any possibility of the candidates meeting. At theinterviewing session, the panels keenly ask questions targeted atdifferentiating the abilities of each candidate to get the best.
Finalstep is the evaluation the interview results in a panel debriefsession. Each member of the panel presents his or her views of allcandidates. The team jointly evaluates the candidate responses andpanel evaluations and ranks the candidates to get the best.
Aremerit principles compromised with hiring practices that short-circuittraditional merit systems administrative routine?
Themerit systems are regularly compromised by the modern hiringpractices that focus on the job description and personal abilitiesrather than the traditional order. This is because in most cases, themerit system does not give the best candidate for certain jobs. Thisis because the conventional merit systems provide meriting criteriathat does not take consideration of the changing job environments andskills (Naff & Riccucci, 2007).
However,compromising merit systems does not always mean that the hiringprocess followed will be flawed (Naff & Riccucci, 2007). It is away of getting the right person for the job and not the most popular.Despite this, compromising merit systems has been used as a way ofgetting personal interests in the hiring process by appointingpreferred candidates to jobs they do not deserve (Klingner &Nalbandian, 2003).
Whilethe acquisition function clearly is affected by the shortage of ITprofessionals, what other functions are affected? How?
Inaddition to the acquisition function, the shortage of ITprofessionals also affects the production function. Production isaffected by lack of enough and proficient IT experts to set, developand maintain the right systems to run and monitor varied productionsystems. The shortage also leaves an organization with limitedcapability of the product development function of marketing researchand product research and development (Naff & Riccucci, 2007).This risks the organization to produce products that are not intandem with the changes in the market environment.
Finally,the shortage also affects the administrative function by reducing theability of the management to manage the organization. Due to lack ofenough experts, the organization lacks up to date management systemsas well as monitoring tools to run the organization (Klingner &Nalbandian, 2003). This further affects the business processfunctions of accounting and auditing which are critical for themanagement of organizational resources.
Klingner,D. E., & Nalbandian, J. (2003). Publicpersonnel management: contexts and strategies.
NewJersy: Prentice Hall PTR
Naff,K., & Riccucci, N. (2007). PersonnelManagement in Government: Politics and Process,
SixthEdition. New York: CRC Press