Information technology teams are often eager to work with the latest technology, but they aren't always that eager to work with new processes, which are seen as management fads with little benefit to the technical workers. If the team doesn't support the new process, it may fail, reinforcing that opinion. Managers should take steps to get the team to buy into the new process, so they are invested in its success. Here are some steps that will help your team buy into a new process and help it succeed:
Explain the process and stand behind it
When you talk about the new process with your team, your belief in it has to be evident. If you aren't able to convincingly explain what the new process will achieve, the team won't be motivated to make it work. If you can show the team how the new process will benefit them – not just you or the business - that's even better. Even the most dedicated employee has a little bit of "what's in it for me?" inside them.
Don't be a dictator
Even if you're the one mandating the new process, if you take input from the team, they'll feel ownership of the process and want it to succeed. When someone offers a good suggestion, integrate it into the process. Also, realize that developing a good process requires iteration. Be willing to modify the process, once you see how it works in reality.
Don't mandate a new process and then wait for a final report. It may take time to fully roll out the process, and you need to be aware of how the team is responding each step of the way. Have regular feedback meetings, and let the team know that getting feedback is a priority. If you're not hearing any complaints, don't assume everything is going fine. Schedule one-on-one discussions with different team members to get their opinions; you may get feedback they weren't comfortable offering in a public forum.
A team is also more likely to believe in the value of a new process if they hear about benefits from a peer, not just management. If the new process is rolled out over time, rather than implemented across the entire company simultaneously, non-management employees who found the change to be positive can become evangelists for the change. Let them spread the good news to your team and share their excitement. They can get your team excited about the change, too, which goes far beyond simply accepting the change, and is much more likely to make the change succeed.
No matter what type of work you’re interviewing for, there are a key set of traits that would be best suited for the position. As the hiring manager, it’s your job to pinpoint what those traits are and establish an objective way of evaluating the character of each of your candidates. Whether you give them a personality test or ask targeted questions during the course of your interview, you can establish a unique behavioral profile for each interviewee.
The first step is to create your list of ideal behavioral attributes. When making your checklist of ideal character traits, it’s important that you consider these three categories of professional personalities.
Teamwork skills will make it easier for you and your staff to work with the new hire. Candidates who lack many of these skills can be difficult to manage, overbearing, or ineffective as employees. Depending on the type of position, teamwork skills may be less important than their ability to self-direct, for example. Remote workers or those who will be largely isolated during the course of their workday may not need exceptional teamwork skills. Examples of these traits may include:
• Conflict Manager
• Active Listener
No matter what the position entails, many hiring managers will rank work ethic very highly on their list. A good work ethic, however, is often a learned behavior that results from a very particular set of personality traits. Even if you’re interviewing someone with very little experience, if they possess traits that are conducive to hard work, they can develop a very strong work ethic during the course of their employment. A candidate with a good work ethic may have some of these personality traits:
Professionalism is a highly sought-after behavior, particularly since many workplaces are moving away from traditionalism and into a more laid-back environment. This behavior is learned and not inherent, so if you’re hiring a candidate who comes from a more casual background, they may not have the experience to demonstrate the professionalism you’re looking for. However, if they possess the right personality traits, they can often pick up business cues and learn as they go.
Again, this may vary in importance depending on your unique company. These personality traits may often manifest themselves in other ways than traditional professionalism, so they may be valuable in other context as well. A highly professional person will be:
Create Your Checklist
Once you’ve chosen your ideal character traits, rank them on a scale of importance and use this scale to weight the final score of each candidate. Bring your list of traits with you to the interview, and rank each character based on how they stack up against your expectations. This will not only help you get a good picture of their personality, but you will also remain consistent and objective during the course of each interview.
In the IT job market, your technical abilities can often be the be-all and end-all. The idea often seems to be that if you don’t meet the long list of necessary skills, you simply aren’t the right person for the position. However, this isn’t always the case. For many hiring managers, certain aspects of your personality may actually be more important than skills you’ve picked up along the way.
Below are a few examples of soft skills that may land you that IT dream job, and why hiring managers may choose them over more technical capabilities.
Willingness (and Ability) to Learn
A thirst for knowledge is a highly sought-after character trait in any industry, but it can go a long way in tech. You may not have mastered PHP or networking just yet, but if you have a voracious appetite for new information, you may find that hiring managers are willing to teach you the necessary skills. Quick learners are often a worthwhile investment, as they tend to stay on top of their skills and constantly refresh and update their knowledge base.
Passion and motivation can be invaluable for IT companies, particularly startups and those who specialize in innovative technology. Hiring someone who’s emotionally invested in their finished product will improve both the quality of their work and their drive to complete it. An infectiously enthusiastic personality can also impact the morale of co-workers, creating a more effective (and happy) workforce overall.
In tech, it’s often expected that you be capable of a certain degree of autonomy. No matter how advanced your skills are, it simply isn’t worth the investment if your manager has to hold your hand through every project. A candidate who possesses self-drive, on the other hand, will not only be able to complete tasks on their own, but will be able to occupy themselves with meaningful work when they aren’t given explicit direction.
A desire to succeed in your industry can be very appealing to hiring managers. This soft skill often translates into intuitive insight into what’s best for the company, granting you the opportunity to impress your managers with the added benefit of improving your place of work. Ambitious candidates are also fiercely competitive, and this competitiveness can inspire your team to work harder, particularly when you’re incentivized by upper management.
These are just a few examples of personality traits that hiring managers may prioritize over technical capabilities. Don’t let the fact that your skill sets don’t perfectly align with the position’s requirements discourage you from applying. You may find yourself pleasantly surprised by how valuable your soft skills really are.
Remaining objective in an interview can be difficult. We’re often inclined to base our impressions of others on emotions and first impressions rather than fact. This can not only harm the interviewee, but it can also result in the loss of talented candidates. By maintaining objectivity and consistency in each of your interviews, you can ensure that the process is as thorough and accurate as possible.
These five key elements of an objective interview will keep you on the right track during your candidate search.
Create a Checklist
Before you begin reviewing resumes, create a checklist that you will follow for each interview. Steps can include “review the job description” or “review interview questions.” Closely following this protocol for each interview will help you maintain consistency throughout the hiring process.
Outline Your Expectations
It’s important to have a solid understanding of what you’re looking for in a candidate. Create a list of desired attributes, and rank them on a scale of importance from one to five. If computer skills are more important for this position than professionalism, for instance, then you will give that trait a higher rating. By outlining your expectations for the ideal candidate, you’ll be more able to objectively compare each individual interviewee to your set of desired characteristics.
Categorize Your Questions
As you’re writing your list of interview questions, try to categorize them by the list of traits determined above. If you need a candidate with project management skills, ask about occasions when they’ve influenced the outcome of a project by taking a leadership position. Other categories may be detail orientation, communication, and the ability to be a team player.
Use a Scoring System
Create a score sheet that will help you evaluate each candidate during the interview. Using your outlined traits, rate them on a scale of one to five. You should complete the score sheet as soon as possible after the end of the interview, while your impression is still objective. The same score sheet should be used for each interview.
Rank Each Candidate
Once you’ve rated your candidates, it’s time to compare their rating to the importance of each trait. Multiply the interviewee’s score in each category by its importance. This is their weighted score. Once you’ve weighted each category, add their total score and compare with other interviewees to choose the candidate best suited for the position.
These five elements of an objective interview process will aid you in choosing qualified candidates without clouding your judgment with emotions or “gut feelings.” This process is fair and consistent for the interviewees and delivers the best results for your company. By remaining consistent and impartial, you increase the effectiveness of your interview process and choose the best candidate each time.
Hiring managers must work within their budgets to hire the staff their companies need in order to remain productive and competitive. Once you’ve determined a need for acquiring talent, the next important question is often whether you should hire a permanent employee, or a contractor.
Each choice comes with advantages and disadvantages. When making this decision, it’s important to understand the needs and core requirements of the position you’re hiring for, and know which type of employment arrangement will be a better fit for both your organization, and the candidate.
What full-time employees can offer
Depending on the type and responsibilities of the position you’re filling, hiring a new permanent employee can allow you to strengthen your organization and improve overall productivity and performance. Some of the advantages of full-time employees include:
- Collaboration: Employees typically work from a central location, enabling your company to foster collaboration and connectivity among staff
- Communication: Most full-time employees share similar work hours, which improves organizational communication
- Long-term productivity: With a full-time employee, the company receives continuous output by dictating all or most of the employee’s assignments and work projects
When should you consider a contractor?
Independent contractors can benefit your organization in a variety of situations. Hiring a contractor is typically a better choice when:
- You’re hiring for a project with a set start and end date
- Your company’s current employees can’t handle the entire project workload
- The current project has tight deadlines for deliverables
- You need temporary, specialized skills or expertise on a project basis, but not for day-to-day company operation
Hiring considerations for independent contractors
Before you begin searching for a contractor, confirm that you have the proper approval for hiring more staff. With project work that requires a contractor, determine your budget ahead of time, and include the target bill rate for the contractor in your calculations. Depending on the type of contractor you need, you may have to adjust your budget and the expectations of management prior to looking for talent.
Armada provides real-time, accurate snapshots of your local market conditions that will help you gauge supply and demand for specific IT employees, both permanent and contract. Accurate data on direct hire salaries and hourly rates can help you create an effective budget for your staffing needs. Contact us today to learn more.
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Weekly meetings can be a great way to track company metrics and keep everyone accountable, solve problems by drawing from the collective intelligence of the team, and review customer feedback and issues that can help your organization improve performance. But they can also be a boring, non-informative, mandatory gathering that everyone in your office dreads.
Of course, you want your weekly meetings to be more like the former, and less like the latter. These tips will help you conduct more effective and engaging meetings that keep your team informed, productive, and looking forward to the next session.
1. Start with the executive team
In mid-sized or large companies, there may not be a need for every department to have a weekly meeting — but regular sessions with the executive team are a must. Smaller companies can condense weekly meetings into a single, company-wide event, while those with more staff can cascade up or down as needed from the executive meeting.
2. Know your priorities
One of the most important keys to effective weekly meetings is to know what you’ll be discussing ahead of time. For best results, determine your top three to five company priorities at the start of each quarter, and for each priority:
- Assign accountability for various goals and results
- Establish metrics and success criteria
You can then structure your meetings around these priorities, and leave each week with measurable results and detailed action plans.
3. Keep a log
Have some way to record the meeting or take notes, so you can refer back and review to look for issues or problem areas that will help to streamline future meetings. Make sure the meeting log includes who said they would do what, and when, to help continually track accountability and stay on point throughout the week.
4. Structure meetings intelligently
For best results, weekly meetings should be relatively short and follow a preset schedule. By planning ahead of time, you can hold effective weekly meetings in 30 to 60 minutes, depending on the size of the group.
Business coaching firm Positioning Systems suggests a strategic and highly effective weekly agenda that includes:
- Good news: (5 minutes) Open the meeting by having everyone share two positive stories — one business, and one personal.
- Numbers: (5 to 10 minutes) Review individual or team weekly productivity metrics, without conversation or comment.
- Customer/employee data: (10 minutes) Discuss recurring issues or problems facing either teams or their customers, and assign at least one issue to a person or group to investigate in the coming week.
- Review accountability: (10 minutes) Review the accountability notes from the previous meeting, reschedule or reassign tasks as needed, and discuss commitments for accountability for the next meeting.
- Collective intelligence: (10 to 30 minutes) Choose a top priority and ask for everyone’s input on the matter. You can also use this section of the meeting for a presentation on one of the company priorities, led by the person who’s accountable for it.
5. End on an informative note
At the close of the meeting, ask everyone in the group to offer a word or phrase that describes how they felt about the meeting. This gives you the opportunity to gather feedback that can be used to adjust future meetings, and ensure that things go smoothly for everyone. Try to end with positive encouragement, so everyone looks forward to next week.
In order to make sure your IT project is completed on time and in budget, you need a great project manager. But how can you spot one? Unfortunately, holding the title of project manager doesn’t always mean that a person can effectively manage projects.
Here are the skills a good IT project manager should have to complete projects successfully, without wasting your time or money.
Organization and multi-tasking
A project manager’s organizational skills can make or break a project. A strong project manager will be able to juggle multiple tasks, or even multiple projects, and track project issues on a daily basis — so they’re spending less time looking for information, and more time managing the project productively.
It goes without saying that project managers should be good leaders, but it’s important to realize that there’s more to manage than the IT team. A great IT project manager is able to take charge of the team, and also lead vendors and stakeholders in order to reach a collaborative consensus.
Good project managers inspire their team to realize the project vision, and maintain strong relationships with key stakeholders that ensure alignment with project goals.
Key personnel in any project will include both technical and non-tech professionals. Good project managers are excellent communicators — able to clearly explain even complex concepts to key stakeholders, and ensure that communication is maintained among all stakeholders as well as between stakeholders and the project team.
Effective communication encompasses more than the ability to translate tech speak. Great project managers will be able to relay both good news and bad news to all staff levels, in a timely and tactful manner. They’ll also understand who needs to know what, when, and how — and ensure that the appropriate information is delivered to the right people, at the right times.
A good project manager will know both how and when to negotiate. With most projects, the IT project manager is working with people whose interests may not align with their own, or who don’t seem to be interested in understanding the goals of the project — or why they should help accomplish them.
Successful project managers develop relationships with stakeholders and determine their interests, which enables them to negotiate cooperation by appealing to the stakeholders’ needs — while still remaining within the objective parameters of the projects.
An eye for detail
When it comes to IT project management, details count. A great project manager will take a meticulous approach to handling project details big and small, and understanding the impact every detail will have on the overall success of the project. Failure to pay attention to details can mean failure of the entire project.
In every project, issues and obstacles will arise — and some will require an immediate solution. A good IT project manager must be able to make critical decisions quickly, arriving at the best possible solution in the shortest amount of time to avoid delaying or derailing the project.
Relevant technical skills
While project managers don’t need high-level IT skills to be effective — after all, the skills brought to the table by the IT project team are crucial to success — an effective project manager must have a firm understanding of the programs, software, and platforms that are involved in the project, or that the company works with regularly.
Great project managers will have enough technical skill to be able to take on some of the project tasks themselves. By completing project tasks personally, project managers can earn the respect of the team, which enables them to work more effectively as leaders.
Traditional and behavioral interviews are very similar to one another, with the only difference being the type of questions that are asked. But behavioral interviews can provide keen insight into the skill set and workplace behavior of your potential candidate. This set of questions is more complex, encouraging the interviewee to provide immediate, unrehearsed answers. If you ask the right questions, you can get a more complete picture of your candidate’s previous success on the job and how they could replicate those efforts at your company.
1. Tell me about a tough problem you’ve faced recently.
This question will not only illuminate the candidate’s previous work experience, but will also give you an idea of the way they think and solve problems. Interviewees may describe interpersonal dilemmas, issues with their work, or even struggles with professional skills like meeting deadlines or leading meetings. It’s a bad sign if they aren’t able to think of an answer — everyone faces problems in the workplace, regardless of the nature of the issue.
Questions that will give you similar insight include:
Describe a time you made a risky decision.
Tell me about how you’ve worked well under pressure.
2. Describe a conflict you’ve experienced with a co-worker or customer.
Behavioral interviews are as much about learning a candidate’s social skills as they are their technical skills. This question will delve into their ability to manage interpersonal conflicts. It’s a good sign if the candidate admits responsibility for the conflict or describes actively trying to resolve the issue. On the other hand, it’s a bad sign if they put all of the blame (and responsibility for resolution) on the other party. After they answer, you will have a good sense of their ability to accept responsibility and their interpersonal skills in the workplace.
Similar questions include:
Have you ever made a mistake? How did you handle it?
Describe a time you handled a difficult situation with a supervisor.
3. Describe a time you dealt with a workplace policy or guideline you didn’t agree with.
With this question, you’ll learn how your candidate navigates the complicated world of workplace diplomacy, as well as the strength of their problem solving and interpersonal skills. Look for interviewees who were able to work creatively with restrictions or were (respectfully) open with their supervisor about this conflict. Take it as a warning sign if they chose to break policy at the cost of their job performance because they felt they were right. Even if this displays initiative, it shows a lack of respect for authority and can be a bad sign of future behavior.
These questions will provide similar background:
What do you do when you disagree with your boss?
Give an example of a time you disagreed with your supervisor’s opinion.
These (and similar) questions can provide vital behavioral information on your potential candidates. They will give you a solid idea of the interviewee’s work history and ways in which that history might inform their future with your company.
More and more employers are beginning to see the impact of workplace happiness on the efficacy of its employees. Higher morale results in increased productivity, lower absenteeism, company loyalty, and a myriad of emotional and mental benefits for staff members. Prioritizing the well-being of your employees can earn you a reputation as a desirable place to work, attracting new, talented candidates and retaining your existing workforce. Below are four strategies that will brand your company as a best place to work in the coming year.
1. Treat your employees like adults.
Treating your employees like grownups can manifest itself in a variety of ways. On one hand, you can give them the flexibility to determine how they work best, whether that’s their office hours or their desk configuration. Always assume that they are responsible enough to manage their individual workloads without constant supervision. You should also try to strike a work-life balance, allowing your employees to focus on their families or their health when necessary.
2. Think outside the box with benefits.
You should always provide your employees with a comprehensive benefits package, but there are other nontraditional benefits that you can offer to improve employee morale, satisfaction, and even their health. If you have the space, offer access to a gym or fitness center, and encourage employees to use these facilities whenever they need to re-energize. Provide healthy food, whether it’s from an on-site café or well-stocked vending machines. Consider offering rare, highly sought after benefits like paid parental leave for new parents.
3. Support education and professional development.
Employers can accomplish this in a variety of ways. You can host on-site professional development seminars, reimburse education expenses, or provide training programs for employees looking to further their skills. You should also use support mentoring programs to nurture underrepresented demographics, such as women and minorities. These methods will help provide employees with a sense of forward momentum and a constant challenge that improves their well-being and satisfaction within a company.
4. Give back.
Many people prefer to work for organizations that give back to the community or demonstrate environmental awareness. Your company can provide volunteer opportunities for employees, organize fundraisers for good causes, or find creative ways to reduce your carbon footprint. This will instill pride in your employees, while bringing about social and environmental benefits.
Implementing some of these tips may require more work, but you can improve your company’s work environment in dozens of small ways. Let in more sunlight, fill the office with potted plants for higher air quality, or provide ergonomic office equipment. Develop the right strategy for your business and make it a goal to improve employee satisfaction and well-being in the coming year.
As an employer, one of the things you may consider doing for your employees is providing severance pay. But what is it exactly, how does it benefit you, and how should you implement a severance pay program that achieves the right goals for your company?
What is severance pay?
Severance pay is money that’s provided to an employee who is leaving the company for reasons other than retirement. Typically, the circumstances surrounding severance pay are layoffs, elimination of a position, and a mutual agreement to part ways — for a variety of reasons. The purpose of offering severance pay is to help the employee stay afloat and maintain a decent standard of living while they’re looking for a new job.
How much is severance pay?
A typical severance pay package offers one or two weeks of salary for every year the employee worked at the company. In some cases, the package is higher — executives, for instance, may receive up to one month’s salary for each year worked.
Some senior positions may have an employment contract that dictates the amount of severance pay. And for some companies or certain positions within them, severance packages can include an extension of benefits and/or outplacement assistance for finding new employment.
Most severance pay packages are given as a lump sum following termination of employment, rather than as weekly payments. This is because receiving weekly payments can make an employee ineligible for state unemployment benefits, or severely reduce the amount of unemployment assistance they receive.
How much are you required to pay?
Currently, there is no law in the United States that requires employers to offer severance pay. The only requirement for paying departing employees is under the Fair Labor Standards Act (FLSA), which requires that employers pay terminated employees any regular wages that are due, as well as any accrued, paid time off. This includes vacation time, but not sick days.
The only instance where severance pay is required is when an employment contract or official severance policy is in place. In general, offering severance pay is a goodwill gesture on the part of an employer — and in some cases the offer may be rescinded.
What if your employees try to negotiate severance pay?
Sometimes, most often with employees who have been laid off, an employee may try to negotiate a higher salary or additional benefits than what was offered in the severance package. In these cases, as an employer you would be legally allowed to rescind the offer and refuse to pay severance, since technically the employee has turned down your offer.
However, you may not want to rescind a severance package if the receipt of severance pay is contingent on the employee signing a release of claims — which protects you from any legal obligation or responsibility arising from the employee’s termination. If this is the case, you can either tell the employee that the offer is non-negotiable (usually the best choice if multiple employees are being laid off), or you can consider negotiating, provided the severance package is not guaranteed in writing.
What is a release of claims?
Commonly, departing employees sign a document that releases the employer from all claims as a condition of receiving a settlement package. This release states that you are not liable for the employee’s lack of employment, and frees you from potential future lawsuits. An important note to keep in mind here is that employees over 40 who are leaving the company must sign a separate release for age discrimination lawsuits, which aren’t covered under a standard release of claims.
Providing employee severance pay is a generous act on the part of the employer, and it’s also a means to protect yourself and your company from potentially damaging employee lawsuits. Offering a severance package is a positive and supportive gesture that can build goodwill for your company among both departing and current employees.