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embrace the gig economy by hiring millenials

Millennials came of age during challenging economic times. Many had trouble finding good jobs after school, settling for jobs they were overqualified for or working at internship after internship, hoping to get an "in" with a good company and a good job.

Now, the work habits that were forced on millennials are impacting employers. Millennials don't have the same experiences or expectations of the workplace that other generations had, and employers who want to hire millennials, perhaps to replace retirees of older generations, need to adapt the way they work to appeal to the younger generation.

Flexible Work Arrangements

Millennials don't expect to be tied to their workplace for a 40-hour work week. They've grown up with computer technology that keeps them connected around the clock, wherever they are; they don't see why work should have to me going to a specific place at a specific time. The "gig economy" lets them work on projects in short bursts of time when they have availability, giving them the freedom to pursue personal interests and passion projects. While those positions were initially focused on low-level, menial tasks such as running errands and standing in line, newer gig firm let even grads with advanced degrees like MBAs work on a short-term basis.

In order to compete for workers who prefer that kind of arrangement, firms need to offer flexible work arrangements that extend beyond an occasional "work-from-home" day. This might mean hiring millennials on a part-time basis; to succeed, the part-time schedule has to be desired by the employee rather than an attempt to save on the cost of benefits.

Companies can also consider having their millennials work as internal consultants. Rather than being assigned to a specific department or project, they could work for any department that has need of their skill on a specific project. This has the advantage of providing the employee a broad perspective on the company's operations. By also providing the millennial employee a large number of internal contacts, this helps the employee develop connections needed that help professional growth.

Opportunities for Growth

The gig economy lets workers accept the jobs that interest them so they can develop their interests. Within a company, implementing a formal mentorship program will also appeal to millennials who are focused on career development. Companies also need to present millennials with a clear career path, perhaps through implementing leadership programs. Companies also need to refine their mission statement to reflect the millennial values of work interests go beyond financial success.

The Armada Group's talent database includes the best potential employees of every generation. Contact us to learn how to find the best candidates and how to make your job appeal to them.

 data shows developers will leave for these perks

Many people are drawn to technical careers by a love of technology; they enjoy the creativity those careers require and the challenges they provide. Others are drawn to technical careers by more practical concerns: tech careers are among the best-paying opportunities out there. But even if your developers love their jobs because they love technology, they still want to be fairly compensated. That compensation isn't limited to their paycheck; benefits and perks matter, too. Work with your human resources and budgeting teams to make sure your company provides developers these crucial perks:

Standard benefits.

Start with a basic benefits package – 401K, stock options, paid time off including vacation, sick days, and personal days. Don't be tempted to leave insurance to the government-run exchanges; employer plans can offer better options and better networks. Offer, and subsidize, the cost of dental and vision insurance as well as medical insurance.

State-of-the-art equipment.

Sure, developers can work on any old computer, but they'll get a lot more done and be a lot happier with top-of-the-line equipment. The larger the monitor, the better, and the more monitors, the better, too. Make sure you have enough printers, so developers don't have to walk all the way around the building to pick up a printout. The paperless office isn't a reality for developers or anyone.

Quiet space where they can think.

Coding problems aren't solved on the computer; they're solved in the developer's mind, first. The open workspace with low cubicle walls is filled with distractions that make concentration difficult, which frustrates developers who want to get their jobs done. Even if you can't give everyone an office with real walls and a door, provide a quiet space where they can go to simply think through a tough challenge.

Freedom to use the best technology to solve the problem.

You need a stable technology platform, and mixing multiple technologies can complicate support, but don't force your team to use a tool that isn't appropriate for the task at hand just because you have the support capability. Developers want to work with new technology that makes it easier and more fun to solve the hard problems.

Training in new technology.

To use the best and newest technology, your team needs to understand it. Support your developers in learning those skills; don't force them to study on their own time but encourage them to attend off-site seminars where they can concentrate on learning without being distracted by day-to-day business issues. The commitment to their development will boost morale as well as their technical capabilities.

These perks help developers get their jobs done and demonstrate the value your company places on their skills, which boosts morale and their loyalty to your business. Contact The Armada Group to learn how we can help your business find employees who love technology and want to apply their skills to solving your problems.

create a training program that will impress your ceo

Technology changes constantly. If you don't keep your team trained in the latest methods, you're going to have to hire constantly in order to keep up. It's much more cost-effective to help your current staff learn new skills than to build a new team, but ad-hoc training won't cut it. Make training part of your team's annual development plan. While you should encourage developers to take courses that interest them, make sure their training also meets business needs. Make sure to address these three points to create a training program that excites your team and impresses your CEO:

1.Train for the skills your team will need tomorrow, not the skills they need today.

When you hire someone, they should have the skills they need to do the job they were hired for. The purpose of training should be to develop skills they'll need for their next project. That means you need to consider your organization's IT strategy and identify the technology changes the team will need to tackle over the next few years. Focus your team's learning to align with the corporate technology strategy and you'll be ready when you need to start implementing that strategy.

2.Train your team to understand the business, not just the technology.

The purpose of the IT team is to support the business, whether you write software that's sold or software that runs in the back office. The best software is written by developers who understand their end users and the problems the software needs to solve. Help your developers gain that understanding through training that focuses on the business domain.

3.Train your team to work as a team.

Teams are composes of individuals, and they need to work effectively as a team. Improve their interpersonal and communication skills with courses that focus on effective speech, presentations, leadership, and conflict resolution. These skills will improve your developers' abilities to interact with others on their team, with your clients, and in the rest of their lives.

Training can make your team better, but the best teams start with the best-quality employees. The Armada Group's talent search services help employers build a foundation of top-notch technical employees who are eager to learn and develop their skills. Contact us to learn more about our services.

Developers How to Manage Very Different Personalities

If the members of your development team came off an assembly line, with identical skills and personalities, managing them would be so much simpler! The team would automatically be compatible, and the same rewards would motivate everyone to do their best. But team members don't come off an assembly line, they each have differing skills and personalities, and one of the biggest challenges for managers is figuring out the right way of interacting with each unique team member to achieve a successful result.

The Tech Geek

Some team members are all about the technology. They'll argue the reasons you must adopt the dot-19 version of a library instead of continuing with the dot-16 version you're currently using. They'll swear the latest technology that's barely made it out of the lab is the only thing that will let the business beat out its competitors.

Get the most out of these geeky team members by giving them the chance to show off their technical chops and prove the benefits of those new technologies through small pilot projects. These developers are also the folks you should ask to build the most technically complex, critical components of your application. Make sure they know you appreciate the value of new technology and of their skills, within the context and confines of the project needs and schedules.

The Independent Thinker

Even though agile development teams define their own processes, not every team member buys in completely. When you have a developer who goes their own way, it becomes much more challenging to track project activities and ensure a high level of quality.

To bring these independent thinkers into line, make sure their voices get heard in the meetings where team processes are discussed. If they deviate later, remind them that they participated in the definition of the process, and that it's important they adhere to the procedures they agreed to at the time.

The Deadline Misser

Getting code working right is tough, and some developers consistently struggle to meet their deadlines. In some cases, this is because they just don't have the skills for the job, and you may have to take corrective action. In other cases, it's just that – like most developers – they're overly optimistic when giving estimates of how long work will be. If there's a pattern of missed deadlines, have a talk with the developer to see whether they need training in programming or in estimating, and be sure to add buffer into their estimates, so future projects more closely match to reality.

Development teams need all kinds of skills and personalities. If there's a gap on your team, The Armada Group's boutique staffing services can help you find the right new hire to make your project succeed. Contact us to learn more about our staffing services. 

Should Your Company Have a Boomerang to Close Your Skills Gap

Is handing out their last paycheck the last time you talk to your former employees? If it is, your company may be missing out on one of your best sources of potential new hires.

Instead, consider creating an alumni community that can help former employees boomerang back into working for you.

More than half of workers say they'd be willing to return to a previous employer. Of course, the opportunity has to be right. Retired workers who find they're bored – or short of cash – in retirement might be glad for the chance to step right back into their previous role, while younger returnees might only come back to a new position which offers an additional challenge.

In either case, the onboarding process is significantly shorter when you re-hire a former employee. There's less need for background checks, and the returnees are already familiar with many company policies and procedures. Depending on how long they were gone, they may be deeply familiar with the corporate culture and already have the working relationships needed to help get the job done.

Develop a Strategy

But without a formal strategy for keeping in touch, companies lose the opportunity to re-recruit former staffers. It doesn't have to be expensive. Email newsletters, LinkedIn, and Facebook groups are all low-cost means of contacting employees once they're off the company distribution lists. The groups and communications can be organized around departments, skills, or locations, allowing you to tailor your messages.

Don't tailor those messages too narrowly, though. Those former employees have personal connections to many other people, which means they can be a great source of referrals, even when they aren't interested in returning themselves. Send frequent enough communications to keep your company on their minds, and make sure the message – and their thoughts – are positive.

You can even invite former employees to company events, to make them feel like they're part of the family. Who knows, they may recommend your company to their children, extending the connection for another generation.

Extend Your Network

If your network of former employees hasn't helped you fill your open positions, contact us to expand your network with ours. The Armada Group has offered boutique staffing services for 20 years. We work to understand your open positions and company culture to help find the best new employees

what the future holds for it departments

IT departments need to cope with change more than any other department within the company. Not only do technological changes impact them directly, IT departments need to cope with the same non-technical issues that other departments deal with. Here's a look at how these changes are impacting IT departments.

Technical Changes

IT departments are working hard to come up with strategies and sound implementations around cloud and virtualization technologies. The rise of everything-as-a-service fundamentally changes the responsibilities of an IT department from one of execution to one of oversight. Yet IT departments retain responsibility for the effectiveness of the implemented solution, both in terms of its delivering what the business needs and with respect to satisfying legal and compliance requirements.

Additionally, "as-a-service" means the IT department also needs to see itself as a service provider, and make customer satisfaction a higher priority in its work metrics. User satisfaction measures are being added to traditional metrics like the time to close tickets in order to evaluate the true productivity of the team.

Non-Technical Changes

The changes in technology mean IT departments need to hire different skill sets than previously. Along with everyone else, they're hiring a different generation of workers – the millennials. This generation is online all the time; plugged-in and connected, they want to work collaboratively. This means more than providing enterprise social platforms; it also means involving the IT team at earlier stages of discussions with the business so they can understand the ultimate goal of a project and focus their efforts productively.

The IT department is also required to work with the business closely to support the digital transformation efforts being pursued by many companies. Technology will be a key factor in the success of businesses going forward, and the business needs input from the IT team to envision the new, digital ways of conducting business and interacting with customers. As a result of this transformation, IT departments can begin to drive revenue, rather than being viewed merely as an expense. Technology teams with the skills to understand business will point the way towards future company success.