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Armada Nov What Every Android Engineer Should Have on Their Resume

Mobile application development is a hot topic these days. There are many opportunities, but lots of resumes are submitted for each opening. To make your resume stand out in the pile, make sure it lists both the technical skills and other qualities managers are looking for.

Technical Skills

Programming languages and environments are key. Java is required as is the Android SDK. Most real world apps will require getting data through APIs, so provide information on that and other third-party libraries your work used.

Also list the IDE you worked in, including any plugins, plus the emulator you used for testing. If you used Git or some other version control system, list that as well.

If you aren't limited to working on the phone side of the project, you'll be able to contribute in more ways. Backend experience with databases and webservers add valuable skills. 

Experience

Provide details on the projects you've worked on, detailing your specific responsibilities and contributions. Detail the Android technical concepts that underlie your development work.

You should be able to show that you understand the process for submitting an app to Google Play and other common app stores. If you can provide links to your apps, that's even better; an online portfolio that lets hiring managers see and even try out your work gives a real picture of what you can accomplish. 

Non-Technical Skills

Software development is a team effort and relies heavily on communication. Work on developing both verbal and written communication skills. Your passion for technology can be shown through membership in organizations. If you have a lead role in the organization, or if you've arranged presentations or given one yourself, be sure to include that information on your resume. Also list any additional training you've taken, online study, or non-work related projects that expand your technical skills.

Getting Hired

A buzzword-laden resume may get you the interview, but it won't get you the job. You need to be able to backup the skills claimed on the resume with solid answers to interview questions. If you've never used a technology, take time to study it and learn it before you put it on your resume. The better prepared you are, the more likely you are to get the job.

Armada Nov 5 Qualities to Look for in a Technical Recruiter

Finding good technical employees can be time consuming. It takes time to publish the job description, sift through resumes, and screen potential employees. Offloading this work to a technical recruiter lets you focus on the work your business needs to get done – if you hire the right recruiter. Look for a technical recruiter with these skills to help you fill your open position fast.

Understanding of technology and the industry

Technical roles require a lot of specific skills. The more a recruiter understands about the skills, the more effectively they'll be able to winnow out candidates who've padded resumes with buzzwords not backed up by experience. And the more they understand about your industry, the better able they'll be to distinguish the “must have” skills from the “nice to have” skills.

Lots of contacts and the drive to make more

If the recruiter has a large database of resumes already, they can start identifying candidates before the job description is even posted. They should also know where to network both online and in the real world, to make more contacts and solicit resumes from more potential hires.

Marketplace insight

With an understanding of the marketplace, an effective technical recruiter can help you determine an appropriate salary for the position you're listing. They can also give you a realistic sense of whether it's an employer's market or an employee's market, and how long it takes the average company to fill an average position.

People skills

Because potential employees have to get through the technical recruiter before they get to you, it's important that they have good people skills. They need to be friendly and build relationships with candidates, and they need to know how to sell your company to make job candidates want to work for you. They need good listening skills to know what candidates want, what you want, and to see when there's a match.

Personal attention

You want personal attention from the recruiter, and so do job seekers. Look for someone who's good at following up, returning phone calls, and replying to emails. When you have questions, the recruiter should have the time to provide all the information you need. If they don't give you enough attention, they probably won't give candidates enough attention, either, and that can frustrate and drive away someone you might want to hire.

Armada Nov Turning Your Temporary Job into a Permanent Position

When job search takes longer than you expect, sometimes taking a temp or contract role is a solution. It gets you a paycheck, and more than that, it gets you into a company. You may be able to turn the temp role into a permanent one.

The Company Called It a Temp-to-Hire Position

Some companies are explicit about the "trying-before-buying" nature of a temporary job when they bring on a temporary worker. Recognize that "try-before-buy" works both ways; you're under no obligation to stay with the company if the position isn't what you're looking for.

You'll want to do exceptional work to impress them. Treat the job as if you'll be there until retirement and are climbing their career ladder. Be there every day and take on more than they ask of you. Make sure you have positive relationships with your managers, co-workers, and others in the company. If you're difficult to work with, it will be hard to convince them to retain you … no matter how good your work is.

The Company Called It a Temp Position

If the company hasn't held out the possibility of converting your status to full time employee, you still need to do stellar work, but you need to do more to convince them to retain you. When you start, let the company know you'd be interested in a permanent position, and as the contract nears termination, raise the subject with your manager. Depending on the size of the company, you may want to reach out to the HR department as well. If you have a good reputation within your department, they may be able to recommend you for another opening in the company, even if your current position will not continue.

The company may have sized the work they assigned you based on the length of the contract. If there's more work to be done, if there's a follow-up project, or if you've learned skills that are applicable to other ongoing work in the department, point it out to management. You may also want to remind them that you're already here and know how things work, while it will take time for them to find, hire, and train someone else.

Leverage the Temp Role to Boost Your Career

Whether you want the temp role to turn permanent or not, don't treat it as a throwaway. Take advantage of the position to learn about the company, the industry, or the technology you're working with. No matter how short the temp job, it's an opportunity to learn something and develop skills or character that will enhance your resume and lead to the job you want.

How to Answer Why Did You Leave Your Last IT Job

Some interview questions are unique. "If you could have any superpower, what would it be?"

Some interview questions are routine. "Why did you leave your last job?"

Despite their being so different in form, both questions have a common purpose. They are meant to help the interviewer understand your motivations and desires and to help them judge whether you will fit in.

Questions like the first are hard to prepare for – they're so non-standard, they're unexpected, and it's hard to know how someone will react to anything you say – but there's no excuse for not being prepared for the second. Your answer has to be fact-based (because a potential employer can verify your answer), it needs to feel truthful to you (so you can state it with confidence), and it needs to reassure the interviewer that your rationale for leaving was appropriate.

No matter what your reason for leaving was, there are ways to shape your answer to this question that make it positive. Use the following examples as a guideline for answering this question:

I was laid off. The company had layoffs, and unfortunately I was one of the people who were affected.

I was bored. I went into the job hoping to accomplish A,B,C (or learn X,Y,Z), and I was able to do that. Now I'm looking for a role where I can achieve D,E,F (or work with technology Q,R,S).

There was too much production support. The company had a lot of other issues that kept us from focusing on building the product.

Politics got in the way. I'm really excited by the opportunity to develop and ship a product. Because of management changes at my former employer, we weren't able to focus on delivery.

It was disappointing in every way imaginable and I escaped as fast as I could. I knew very quickly that the situation wasn't the right fit for me. I could have stayed but I wouldn't have been doing my best, which wasn't fair to either me or my employer. By moving on, I can find a position where I can contribute fully, and they can find an employee who will contribute what they need.

UI Architects Do You Have What it Takes to Make Everyone Elses Lives Easier

Code is important, but code is invisible. No matter how elegant the code, end users never see it. End users don't interact with code; they interact with buttons, images, links, lists, and menus. Those interface items and the sequence of clicks they have to make to accomplish something are how they judge their experience with a website or software application, and that's why the UI architect role is critical in developing successful software.

Although the UI Architect role is defined differently in different companies, you should expect to have the following abilities to fulfill job responsibilities:

Understand End Users

UI architects need to understand how software works, but it's more important that they understand how people work. By understanding how people want to work, they can design interfaces that streamline the processes and make them fun, instead of frustrating. Study psychology and human-computer interaction to understand how to achieve this.

Understand Interface Tools

Although the user interface is used by end users and created by UI designers, the functionality it accesses is implemented by developers. That means it's necessary to understand the complexity of the application behind the interface and what's involved in implementing it. In some organizations, the UI architect may implement interface components and needs to be skilled with front-end development tools like HTML, CSS, JavaScript, and common frameworks.

Understand Teams

UI architects never work alone; no software project consists solely of a UI. It's therefore important that the architect work well with teams. Creating the interface architecture requires communicating with both developers and users. It also requires the ability to meet short project deadlines, especially as most projects turn to agile development and deliver in two week sprints.

Understand Technology

Today's applications need to run in multiple environments: desktop, web browser, mobile web, tablet, phone – even watch. Understanding the capabilities and limitations of each environment is key to designing an effective, enjoyable user experience.

Creative Skills

Most of all, the UI architect role requires the ability to envision something that doesn't exist yet. UI architects use their understanding of users, developers, technology, and tools to design a brand new way of accomplishing a task. When done at its best, it's hard to imagine any other way of doing it.

7 Skills Every IT Project Manager Should Have

The IT project manager role is a funny kind of job. You need to understand technology and be able to make technical decisions, but the job isn't about completing technical tasks. You need to understand people, but the job isn't about supervisory skills. You need to understand business needs, but the job isn't about completing business tasks. Being an IT project manager requires knowing how to work with people and help them work with technology to get a project completed and provide the functionality the business needs.

These seven skills will help you combine those traits to be a standout project manager:

  1. Keep technically current.

    You need a strong technical team you can rely on with answers about technology, but you also need to be able to evaluate their answers. Developers are always over optimistic about how long it will be to complete a task and how easy it will be to integrate a new technology. You need to know enough about the technology to evaluate their input and weigh it against other business concerns like cost and schedule.
  2. Be a leader.

    There's a difference between managing and leading, and both are part of this job. Managing requires paying attention to the details and ensuring the necessary work is completed. You also need to lead up, down, and sideways: you need to get buy-in from your team, your management, and your end users that the strategy you're using is the most effective one to deliver the project.
  3. Be a communicator.

    One of the most common reasons projects fail is because people don't know what needs to be done. You need to communicate with your team about the work and its priorities. You also need to communicate with management and end users about their priorities and project status.
  4. Multitask.

    As a project manager, you're never looking at a single moment in time. You need to be evaluating work that was done in the past, responding to crises in the present, and planning the work that needs to be done in the future. Being able to calmly juggle multiple demands for input is necessary to get through your day.
  5. Negotiate for what your team needs.

    Management doesn't always know what it takes to get a project done. If the resources allocated to the project – people or hardware – aren't adequate, you may be able to negotiate beyond those limits.
  6. Be proactive.

    Small problems grow into big problems. Don't micromanage your team, but pay close attention so you become aware as soon as an issue develops. Step in as soon as necessary to help your team overcome obstacles.
  7. Pay attention.

    People don't like sharing bad news. The staff who report to you may hesitate to let you know how difficult they're finding the work. Your management may delay letting you know changes in budget, staffing or priorities. Watch for the subtle signs that let you know there's a problem, so you can address it even if no one explicitly tells you about it.