Today, business leaders can predict how their return to work plans will affect corporate culture in the long term; however, only time will tell if the result matches their expectations. Companies haven’t tested hybrid work on today’s scale; fewer have experience reinforcing a permanently distributed workforce, no matter how “normal” it feels.

In our new reality, company leaders must define their hybrid model with their workforce — not for them. Employees should be at the center of the decision-making. Forty leaders from prominent San Diego-based technology companies shared learnings after implementing their hybrid work structure during the pandemic. 

This article shares insights from IT leaders in the San Diego region. The topics discussed include hybrid work and solutions for optimizing return-to-work plans for today’s modern employees. You will walk away knowing which hybrid practices your company can use — or not use — to improve culture.

Strengthen Company Culture With People-First Policies

Can you strengthen company culture when employees work remotely or in a hybrid model? The short answer is yes, but here’s the caveat: everyone — senior executives to entry-level employees — must adapt their expectations and behaviors.

One thing managers and employees can do today to improve their internal culture is to discuss technology and COVID fatigue together. This Includes rewarding employees for their cooperation and performance, especially since most companies shifted to remote work overnight — and couldn’t have done so without employee cooperation. 

Forcing employees to regress to a “butt in seat” mentality doesn’t build trust. There’s never been a better time for people leaders to experiment with new working patterns and processes, such as increased autonomy, location independence, or re-designed offices to accommodate hotdesks. 

According to the IT leaders who discussed their pandemic-era workforce changes, return-to-work challenges include:

1. People miss the camaraderie of coworkers, including watercooler talk.
2. Group achievements felt more authentic in person.
3. Too many employees haven’t met in person.
4. Workloads are increasing with the always-on mentality.
5. Companies lack productivity measurement tools for remote and hybrid work.

To solve these challenges, companies must recognize the opportunities presented by the pandemic, using them to speed up cultural transformation: an increase in trust, a flattening of hierarchies, and more rapid and agile decision-making. 

40% of employee training was virtual pre-pandemic, as noted by a Cornell University report on workplace culture, meaning the tools and processes are already here for organizational leaders to adopt — they now need to experiment with them before talent finds opportunities elsewhere.

People-first policies companies use today 

While leading through the pandemic, technology companies relied on IT leaders to adapt quickly and empower employees in new working environments. In many cases, companies documented their opportunities for strengthening company culture and improving the employee experience.

• Establish upskilling opportunities and processes for digital skills
• Build and re-build relationships with scheduled in-person meetings
• Review all positions where remote work is applicable — empower employees to choose
• Host town halls, regular company updates, and executive Q&A sessions for a hybrid workforce
• Encourage employees to use vacation with modern policies

Use Process to Help People Feel Safe at Work

In the post-pandemic workplace, strengthening company culture means taking care of job number one — caring for people. Suddenly, leaders must protect and care for employees in a remote and hybrid environment, not just today but indefinitely. 

One challenge is redesigning the workplace based upon different personas such as office dwellers, safety seekers, etc. Some companies developed dashboards to track how many people are on-site, vaccinated, and considered essential for all company locations. No detail is too small for consideration. 

Processes for post-pandemic work

New processes for the post-pandemic workplace should help handle employees in open work areas, especially when they have to wear masks all day long. Rotating work schedules also help teams reduce stress and fatigue while improving safety.

Think of your processes as the solution to helping people feel safe at work. Company leaders mean well, but some expectations don’t make people feel heard or valued; instead, they degrade organizational culture.

Leaders are rethinking meeting structures to improve the post-pandemic workplace, including investing in virtual facilitators. However, proposed changes must ensure the equality of all employees, whether remote or physical, to avoid creating disadvantages for remote workers. 

To strengthen company culture in the post-pandemic workplace, empower employees to choose between working on-site, remotely, or a mix. Using prescriptive processes provides clarity and eases anxiety in environments where some people can’t work from home. 

In some cases, in the hybrid model, you can assign each employee to an office closest to their remote location. Flexibility is crucial for all businesses moving forward. A FlexJobs and Mental Health America Survey recorded 56% of employees view flexible solutions as their top benefit.

Technology Tools for Building Company Culture

There has never been a better time to strengthen company culture using technology. Companies must explore new tools in the hybrid workplace if they want to retain talent. Leveling the playing field for hybrid and remote workers requires culture reinforcement with team building, collaboration, and strategy solutions.

Popular tools include everything from Slack, Teams, and WebEx to Miro, Lucidchart, and ServiceNow. With each new tool, organizations become better trained and educated to collaborate. And the added technology can facilitate remote-enabled users from a security management perspective, a win-win for IT and the business.

Improving culture in the hybrid workplace hinges on supporting crucial operations with new technology, including onboarding, networking, and business continuity, among others. The misconception of hybrid work requiring an abundance of clunky tools isn’t reality anymore. Using the latest synchronous and asynchronous workforce management tools for enhanced collaboration, productivity, safety, team dynamics, and culture can be combined and integrated to make the “return to the office” (however it looks for your company) more efficient, less demanding, and more seamless. 

Before you Go

Companies are struggling to understand how to strengthen their corporate culture for post-pandemic success. Managers must use this opportunity to create people-first policies, implement processes, and explore technology tools as a distributed workforce becomes the norm. The path forward won’t be easy, but successful hybrid teams will be front and center in every workplace with a people-first approach and trust.

*Main image by Drew Beamer

The post It’s Time to Strengthen Company Culture for Post-Pandemic Success appeared first on The Carrera Agency.

In this article, we share three compelling reasons why you should consider short-term contract roles (also known as fixed-term contracts or consulting engagements), especially if it’s with a reputable company and in your desired field of work. 

What are Short-Term Contract Roles?

A Short-term contract is a full-time or part-time position with a defined end date. For example, The Carrera Agency supports partners by identifying IT talent for contract roles lasting three months to twelve months long. These opportunities always support a genuine need for specific talent within the organization, such as project management, DevOps, data engineer, software engineer, to name a few. 

Additionally, contracts provide more structure and certainty than traditional freelance work, with the added flexibility of estimated completion dates. And if both parties are satisfied with the engagement, consultants can receive extensions after their initial period.

Now you can explain a short-term contract to your family and friends. Next, we will reveal three crucial reasons why contract work can be an unexpected blessing for your career — and why you shouldn’t decline an interview if the project piques your interest.

Get Your Foot in the Door at Big Companies

It can take years to land your ideal job at a large, well-respected company. But what if there was another way to get your foot in the door sooner rather than later? Cue the short-term contract.

Traditional full-time jobs follow structured hiring cycles. And each cycle permits a specific number of openings per quarter. The result is fewer recruitment channels for prospective job-seekers — and more time spent waiting for your opportunity. 

Think about what’s entailed when following the traditional path to hiring for full-time opportunities. The traditional process includes applying for open positions, observing and interacting with the company online, attending job fairs, and networking whenever possible. Although things have been done this way for decades, getting your foot in the door has never been more challenging. 

The next time a talent manager contacts you about a contract role, consider the competitive landscape and how difficult it is to land the job you want even in a booming job market. Partnering with the right talent firm can mean a shorter interview process and access to specialized roles usually guarded by immense competition. If you are still uncertain about your future as a consultant, reach out to a fellow tech professional doing project work.

A fixed-term contract offers an added benefit to consultants: you can choose projects across industries and build a diverse portfolio of proven success. On the contrary, full-time positions cite requirements such as X amount of years experience in a specific industry, making it difficult to explore new opportunities in adjacent industries.

Develop Your Resume Faster With Experience and Skills

Getting your foot in the door at a large company is one of many reasons why people choose a consulting career and, specifically, short-term contract roles. Another reason is to build a robust resume with a variety of experiences and proven skills. 

A traditional employee can work at a company for years before acquiring the same project experience as a consultant. Think about how long it takes to develop your resume with standard promotion cycles: years or even a decade in some cases. The days of relying on a ladder approach to career and resume development are fading, especially for IT professionals. 

“Technology is only as powerful as the capabilities of the people trained to use it,” said Michael Yoo, general manager of technology & developer skills at Skillsoft, while speaking about the 15 most lucrative IT certifications available today. Additionally, he cited a reason for the talent gap companies are experiencing: “more than 75% of IT leaders struggle to find the talent they need.” Upskilling measures are underway in many companies; however, project consultants can help alleviate the pressure felt from the shortage.

Short-term contracts empower consultants to continuously upskill and acquire certifications, further strengthening their resumes and portfolios. The more certifications a consultant earns, especially those recognized by industry-leading employers such as AWS, Cisco, Google Cloud, ISACA, and Microsoft, the more valuable they are to an organization today. 

How to List Short-Term Contract Roles on Your Resume

If you’re thinking, “How do I list contract work on my resume?” you aren’t alone. Developing your resume with short-term contracts doesn’t mean you can’t have a concise, one or two-page document. Instead, it’s an opportunity to showcase what’s essential: results, data, and impact.

Following the company name and location, include a short paragraph with your project responsibilities. Even use bullets to communicate achievements. Most importantly, quantify your results for every project and be precise. And don’t forget to include keywords for the technology and tools you used.

Try the Job Without a Long-Term Commitment 

You test drive a car before purchasing or signing a lease. Similarly, you date a person before committing to a relationship. We even dip our toes in the water before diving in. So why don’t we try a job before becoming a company employee? 

Fixed-term contracts or project-based work empowers consultants to experience a job before committing to longer contracts or a full-time position. Think about a time when you started a new job only to realize it’s not what you expected, leading you to leave the company early. If you’ve had this experience, you’re not alone. Exploring short-term projects can help everyone decide if a job or company is right for them.

“Is the company culture a good fit for me?” is the first question most people think about before applying to work at a company. However, without firsthand experience, we can only make decisions based on the experiences of others. You can see signs of company culture during the interview process but not the whole picture. Three to six-month projects reveal the attitudes and behaviors of team members and the company, helping you determine if you’re in the right place without the risk. 

Before you Go

Short-term contracts can open doors you didn’t know existed. New and experienced consultants alike confirm how project work re-tooled how they think about career development, including skills development and finding the right companies to work with. Whether you want to experience a company’s culture, gain vast industry experience or build your resume by demonstrating technical skills, a short-term contract role puts you in control. 

We shared three reasons why you shouldn’t immediately decline an interview for project-based work without exploring the doors it can open for you. Now it’s time to decide which door you want to open first.

*Main image by Jonas Leupe

The post What I Wish Tech Professionals Understood About Short-Term Contract Roles appeared first on The Carrera Agency.

Fortunately, experienced IT talent managers have the specialized knowledge to help clients find the best consultant project managers (PMs), pairing hard and soft skills with the project team and hiring manager’s requirements in a short period. 

In this article, seven experienced talent managers answer the three questions you must consider when searching for the right IT project management consultant for your team. We’ll show you how we identify the cream of the crop in a sea of project managers.

What are the Qualities of ‘the Right Project Management Consultant’ for my Team?

Choosing the right project management consultant with the appropriate skillset who won’t negatively affect the team’s dynamic (i.e., the psychological factors that influence the team’s behavior and performance) is a primary concern for a hiring manager. After all, the goal is to find someone who can achieve strategic business objectives. 

But finding talent is easier said than done these days. Search for “project manager” on LinkedIn; for example, you should see a list of around 31,900,000 people. You read that right. Often, a talent management agency is better equipped to identify PMs with the right expertise and experience; they can help a company find the right consultant for the right project at the right time.

A servant leader with proven soft skills

The most desirable project management consultants practice servant leadership. A servant leader is a buzzword today (and for a good reason), used during the interview process to identify PMs who prioritize the team’s health and well-being to achieve success.

In the technical project environment, the servant leader plays to an individual’s strengths, not weaknesses. Setting the team up for success (without the traditional control and command structure) is more important than being a conventional boss.

The importance of identifying a servant leader who is also a project management consultant (in that order) can’t be understated. A person can learn servant leadership; however, some people inherently possess soft skills, values, and morals inextricably linked to being a more effective servant leader. If you’re searching for this person and it feels like finding a needle in a haystack, focus on the soft skills that make a good leader in a people-first environment. 

Look for the right soft skills

Knowing the indicators (demonstrable soft skills) IT talent managers look for in a good leader can help you with your search. What you want is someone proactive and forward-thinking in their approach to solving problems; a person with self-awareness — understands their team in detail; and most importantly, a PM who listens and shows empathy without excluding members of the project team. 

Let’s face it; project managers spend most of their time in a collaborative environment. And the right soft skills shape how a person works in a group. Shouldn’t you look for signs of organization, communication, vision, and initiative if you want to find the best talent? Many of the consultants The Carrera Agency finds for client companies play a liaison role, so they must also possess the ability to interface with other managers and stakeholders across the organization.

How Can I Compare Project Management Consultants?

We must admit, finding the right project management consultant is time-consuming and requires extensive collaboration during the hiring process. Could this be the reason companies stress finding someone with the perfect balance of experience, certifications, and skills? 

The right soft skills help a project manager interact effectively with team members and create trust and dependability. But what about a PM’s technical skills? A well-written resume and portfolio will demonstrate technical skills clear and concisely, showing impact with numbers and results; however, there’s more to it, especially for IT professionals with specific certifications and training for project methodologies.

When asked how they identify the right project management consultants with the right skills, IT talent Managers at The Carrera Agency revealed the factors they consider during their search for top talent. They begin by understanding the project scope, team composition, project milestones and deadlines, and company environment, connecting in-depth with the hiring manager. Then, they ask two crucial sets of questions to compare candidates:

1. Does the consultant have experience with the right project methodologies (SDLC, Agile/Scrum, Kanban, etc.)? If so, how much? Does past success demonstrate expertise?

2. Does the consultant have domain knowledge? If so, are they experienced with the right technologies and platforms?

These questions go hand-in-hand with experiential interviewing, where the consultant is articulate and shares stories and evidence of their expertise. And talent professionals can better identify great project management consultants based on their demonstrated behavior and decisions.

What is the Most Difficult Part of Project Management for Consultants?

Project managers, especially those who consult, rely on persuasion, selling, and socializing to get the job done. On the other hand, permanent PMs typically have equal measures of accountability, responsibility, and authority. How a person responds to the most challenging part of their job reflects their potential for success, a key indicator for talent management professionals.

To find a great project management consultant, you must answer the question ‘what is the most difficult part of the job?’ Then, determine how the candidate will perform based on the evidence gathered from experiential interviews. This approach helped The Carrera Agency find top talent over the past twenty years, identifying those who’ve developed processes and critical communication skills to navigate potentially catastrophic situations to any project:

• Dealing with conflict between team members
• Poorly written or incomplete requirements/specifications
• Managing expectations of end-users (to borrow from Jim Morrison, dealing with the “we want the world and we want it NOW” mentality)
• Scope creep
• Adapting to the internal culture
• Effective and timely communication with executive stakeholders

The more empathy you have for the job candidate, the better questions you can ask, resulting in effective hiring — the right people at the right time. Understanding how a candidate approaches problem resolution early in the hiring process can help you find great project managers faster.

Final Thoughts

Finding a great project management consultant is time-consuming with no guarantee of results. With smart talent management practices and careful attention to the crucial details, you can identify the right person to deliver the project in your environment.

In many ways, a project manager should be able to manage any project. And finding the right person to compliment your team and culture requires knowledge of specific hard and soft skills and proven success with experiential interviewing. Are you prepared to ask the right questions, leading you to a great project management consultant?

Main image by Tim Gouw

The post To Find the Right Project Management Consultant, Answer 3 Vital Questions appeared first on The Carrera Agency.

In this post, we share what technology Executives learned about leading through a pandemic from a veteran CEO. Most importantly, you’ll learn the proven leadership lessons you can share with your team or use to be a more effective leader.

What is the Most-Asked Question About Post-Lockdown Leadership?

IT executives from SIM San Diego collaborated virtually to discuss proven leadership lessons from their lockdown experiences. CIOs and other technology leaders shared ideas, concerns, and questions about work and people. Meanwhile, one crucial question echoed throughout each Zoom breakout session: Do people want to come back to the office?

According to company surveys, the technology leaders reported that most people want to work remotely, while the remainder prefers a hybrid schedule. One participant asked the group, “what causes people to embrace remote work?” Responses included the new demands of childcare, the ability to perform work from anywhere, commuting distance, income, etc. 

Some participants nodded their heads in agreement, while others questioned their counterpart’s rationale for why remote work is essential to employees. And although the members pledged to monitor and report back with progress on return-to-work plans, their perspectives reflect different leadership styles, symbolic of their company’s culture.

Proven Leadership Lessons from a Veteran CEO

The most successful companies attract, hire, and retain employees who don’t want to leave, and they remain focused, engaged, and fulfilled for years. But companies don’t create this environment overnight. Years of strategic leadership create a positive, people-first culture. 

The WD-40 Company knows a thing or two about culture and leadership. The company’s Chairman and CEO Garry Ridge is publicly recognized for building effective teams and inspiring people to become leaders. He wrote the book The Future Leader: 9 Skills and Mindsets to Succeed in the Next Decade, in which he explains how to create amazing outcomes with purpose-driven leadership. 

The Chairman and CEO shared the book’s eight essential leadership lessons with the group of executives, but not before revealing a crucial component for return-to-work plans in the future: having options is part of creating a loyal, happy, and productive team.

Four crucial behaviors of effective leadership

The WD-40 company’s success is tied to effective leadership. Leaders worldwide learn from the Chairman and CEO’s tenure because his success over the past thirty-three years follows a simple equation: 

People, purpose, and passion (culture) + products (strategy and planning) = thriving company.

The company’s leaders believe that positive culture, in addition to strategy and planning, create freedom for employees. Essentially, autonomy and choice, rather than restricting people to act a certain way, lead to more learning moments inside the organization.

Before we reveal the eight proven leadership lessons, we must share four values that foster leadership behavior. However, these behaviors must be practiced consistently for years to build a foundation for effective leadership:

1. Care — empathy overrides ego
2. Candor — reduce fear and create safe environments
3. Accountability — set clear expectations
4. Responsibility — show people how they can be responsible

Eight proven leadership lessons from a trusted CEO

The WD-40 Company refers to leaders as coaches, not bosses. Garry’s teachings state that long-term success hinges on servant leadership; coaches help people win the prize, which is to meet or exceed goals while maximizing happiness. “Happy people create happy companies, he said with a smile.”

So, in the wake of a worldwide lockdown and workplace transformation, how can you be a more effective leader? Use these eight lessons:

1. Don’t try to control things beyond your reach. With so much uncertainty, you must focus on the direction you want to go
2. Let empathy lead the way
3. Keep grounded and be calm
4. Resist the temptation to micromanage
5. Use your vision to rise above fear
6. Be clear about the intent
7. Practice pragmatic optimism
8. Lead with gratitude

You can’t overstate the significance of these proven leadership lessons. Practiced together, they offer a rewarding future for people and teams across every industry.

Leadership in the Post-Lockdown Workplace

The virtual gathering of technology executives presented new ideas for current and future leaders. But one question remained unanswered: Will people come back to the office or work remote after the lockdown? 

The message of uncertainty with openness towards the future was made clear by all. Every company represented in the virtual meeting shifted to remote work during the pandemic, but long-term plans remain in the hands of leaders who have a decision to make: do we ask our people or decide for them? 

Companywide surveys predict a more permanent acceptance of working from home; however, experienced leaders believe a hybrid option is most effective long-term. In your company, the verdict should reflect values and culture. Fortunately, regardless of the format, strict in-office policies are a thing of the past.

So, remember that people want to feel human at work. Give them the power to choose where they want to do their best work.

Don’t Leave Without Reading This Message

The lockdown illuminated the people-first mindset (i.e., prioritizing the safety and happiness of employees). Moving forward, leaders must use the lessons learned above to empower people to choose what’s best, not the other way around. 

Your first order of business is to accept that times have changed. Less than one year ago, we couldn’t predict this conversation. But if you wish to be an effective leader and form a respected leadership team, you must re-evaluate your company values. Only then can you decide what the future holds for your people, your tribe. 

The post 8 Proven Leadership Lessons Technology Executives use to Empower People appeared first on The Carrera Agency.

In this article, we explain how technology consultants can identify good talent management — and the value it provides. Additionally, by the end of the article, you will ask yourself, “Where can I find a genuine talent manager to help find my next project?”

As an IT Consultant, are you Prepared for New Workforce Trends?

Long before COIVD, workforce priorities shifted, paving the way for remote work and flexible arrangements. Before the pandemic, remote work grew 44% over five years, according to a FlexJobs report. After COVID, that number will be higher. However, this time, the number of remote-friendly companies will increase as well — Siemens, Twitter, Google, Pinterest, Salesforce, to name a few.

If more people are working remotely, and more companies are attracting remote consultants, how will you get noticed? FlexJobs CEO Sara Sutton recognized ‘Computer & IT’ as a top field for remote and flexible work patterns, citing a survey of 7,300 remote-work seekers. Technology tools and organizations experienced in remote work helped this sector transition faster than others. Additionally, IT professionals lead a company’s adoption of new technologies to make remote work possible.

Technology executives worldwide have shown support for remote work opportunities within their companies, and especially information technology leaders of ‘the new normal.’ This new landscape, partially brought on by COVID, has intensified companies’ search for experienced, qualified talent. Thus, talent management for technology consultants remains steady throughout the pandemic.

A Positive Candidate Experience

Good talent management for technology consultants starts with consistent communication. A positive experience is a result of honest and transparent communication from day one. And this communication flows both ways (i.e., from talent manager to consultant and vice versa). Does your relationship with the talent manager feel like a relationship-building exercise? If so, you’re in good hands.

Look up your ideal company on Glassdoor, Indeed, or Google, then read the employee reviews. Why would someone post detailed information on a platform for others to read? See these examples from our Glassdoor company page.

The short answer is their time was either respected or wasted. Everyone wants to maximize their time, energy, and resources. Even if a consultant doesn’t get the project they want, a positive experience influences them to make essential changes for the next application. 

A positive experience makes a complicated process a little less stressful. Good talent professionals know that finding your next gig  is never easy, so they have more empathy and appreciation for people’s time and feelings. 

Here are a few ways experienced talent managers deliver a positive candidate experience:

• Clear and professional communication
• Timely updates
• Personal feedback or outreach
• Resume/portfolio feedback
• Proactive consulting opportunity assistance

Access the Hidden Job Market with Talent Management for Technology Consultants

How can technology consultants access the hidden job market?

Well, your IT talent manager can help. The “hidden job market” refers to opportunities that don’t get posted on traditional job boards — a mass audience doesn’t see them. Reasons can include budgetary guidelines, confidential search terms, partnerships with external agencies, and more.

But how do talent managers help IT professionals find their ideal project in the hidden market?

To start, The Carrera Agency consultants don’t have to participate in the standard, long application process when working with a talent manager; they can contact the agency directly regarding their credentials for consideration via multiple channels. A talent manager personally reviews every person’s background and portfolio documents. Essentially, the consultant can focus on networking to identify opportunities and build relationships.

It’s one thing to access the hidden job market, and it’s another to experience the benefits (i.e., receive the gig you want). However, with a trusted networking partner, you can access highly desirable consulting engagements and receive an offer in a short period. Good talent managers are your most valuable networking guides in the hidden job market. 

So, how do you know if your IT talent manager is preparing you for a successful outcome? Answer the following questions:

• Do they proactively contact you with updates?
• Do they find projects that align with your goals?
• Do they work to secure the terms and conditions that make you happy?
• Do they provide a one-to-one experience?

Less Risk and Better Job Continuity

COVID-19 rattled the workforce. Technology executives adapted overnight to keep their people working; however, many technology professionals still found themselves jobless. So, how can consultants prepare for future risks and reduce the time between contracts? Once again, all signs point to IT talent management.

Even when unemployment rose sharply compared to previous years, technologist skills (e.g., project management, DevOps, systems engineering, information security, coding, and technical support) remained in high demand according to Dice Q2 insights. Essentially, companies continued to hire for critical roles. Finding those opportunities (and the right person for the job) is what IT talent managers do best. 

Working with a good talent manager means having boots on the ground, uncovering projects that can fuel career continuity. Contrary to popular belief (risks versus rewards), you accept less risk and anticipate more rewards with the right talent professionals. 

For example, The Carrera Agency fosters relationships with IT consultants that last well over six years, some even more. The relationships built over that period empower the talent managers to identify new opportunities, aligning projects from one to the next. 

We discussed how good talent management practices include networking, which also creates continuity for consultants. However, you can look at an agency’s reviews to learn more about their long-term relationships. So, when choosing a team to help connect the dots between consulting opportunities and look out for you during a pandemic, first learn how they helped others before you.

And… Now you Know!

The COVID response surfaced an important lesson for technology leaders and consultants alike: The IT department is the driving force for business and digital transformation. Technology leaders recognize that success hinges on their people, all of them, including their extended workforce for their important project initiatives aka, technology consultants. And this mindset shift has never been more critical for growth. 

Effective talent managers recognize the long-term value consultants provide organizations. Similarly, successful consultants thrive in partnerships with talent managers that provide a memorable experience, network proactively, and create continuity. 

So, the question is, have you experienced good talent management?

(Image by Evan Dvorkin)

The post How to Identify Good Talent Management for Technology Consultants and 4 Key Results appeared first on The Carrera Agency.

During a recent virtual forum hosted by SIM San Diego, four CISOs and one Director of Cybersecurity discussed how their organizations are ensuring security for remote workers during the COVID-19 pandemic. Their insights reveal timely trends in cybersecurity best practices and compliance among technology teams. Their feedback can help you gauge how your team is handling business continuity measures in this new-normal world of virtual collaboration.

Trust Your Communication and Self-Help Documentation

Source: Gary Hayslip, CISO, Softbank

Gary Hayslip explained that Softbank was 100% cloud when COVID-19 hit. Aside from partnering with HR, their IT processes remained intact — business as usual. Most employees worked off a laptop and used Saas tools in the office, so preparing for the work-from-home environment wasn’t too tricky. 

As a cloud-based company, initial action included using desktop apps for IT support. Employees with a laptop needed nothing more than login credentials. This feature connects remote workers with live help and immediate information to combat potential security issues.

Gary’s tech team also deploys self-help documents, which they regularly push out to staff. The dual-action approach decreases support tickets and reduces fatigue among the IT team, allowing them to focus on more important projects.

A cybersecurity leader for Softbank, Gary continuously educates the company on critical security threats, such as highly-targeted phishing attempts: malicious parties hide behind COVID-19 emails, a fascinating subject in anyone’s inbox. So Gary’s team engages staff members to demonstrate what to look for when spotting risky emails — it’s a game of education and constant communication.

Gary believes that communication is the most essential factor when ensuring security from remote workers. Open and easy-to-use tools empower people to seek help in potentially harmful situations. Tools such as Slack and video conferencing are a must for any security team.

 Embrace the False Positive 

Source: Gary Martino, former CISO, AMN Healthcare

Similar to Softbank, AMN Healthcare’s biggest challenge was user adoption, not technology deployment. Gary Martino shared that his team experienced a significant increase in requests from field workers, mainly about using new tools and processes. So their first responsibility was to educate the workforce and facilitate the adoption of new tools.

From a security perspective, Gary’s priority included asking what he could do differently while addressing the primary vulnerability — email attacks. He partnered with security vendors and prepared for a large increase in email volume. Tactical decisions included writing custom rules for email filters and withholding individual emails in repositories for review to ensure they were safe for employees’ inboxes. 

In response to the increased security threat brought on by COVID-19, IT moved to protect the end-user and the company at all costs; this meant accepting more false-positives from security filters.

Enforce Strong Information Security Standards

Tina Lovoy, Global CISO, Encore Capital Group

From a security standpoint, Tina Lovoy faced the challenge of re-imaging technology equipment for thousands of employees. Moving from a highly regulated office environment to the home office required a new way of thinking. 

The IT department provided critical support to over four thousand employees. Ensuring security for remote employees meant establishing strict processes and procedures for employees to follow at home. 

Tina emphasized the importance of strong security standards and the criticality of enforcing those standards in response to COVID-19. Her team strategically secured employees and their environment, continuously patching off-prem devices.

Additionally, Tina attributes her success to upholding effective communication with her team. Throughout the crisis response process, IT and information security teams communicated, early and often. Their collaboration reduced the upstream and downstream consequences of changes made to the business. 

Lastly, information security is using this time to improve performance around operating controls and key capabilities. The proactive mindset is the new normal.

Increase User Awareness Training for Personal Security

Robert Yaus, CISO, Generali Global Assistance North America

Improving user-awareness training was the first initiative for Robert Yaus. His company’s response to the pandemic included remote work for most employees. Consequently, Robert’s team had less network visibility and managed devices to monitor.

Given the increased presence of IoT devices in the home, IT had to account for higher threat levels across the company. Essentially, all primary security measures required a new strategy for the remote working environment.

In response to the new working constraints, Robert emphasized the importance of user awareness training, but he approached it differently to accommodate the remote environment. He focused on ensuring personal security. Through protecting individual communication and data first, he educated people about how to use safe practices — and how those, in turn, protect the company — a win-win for everyone. 

A little training goes a long way in making employees a viable defense against cybersecurity threats. Good advice from the CISO level includes ensuring that all platforms and tools used by employees tie into federated services authentication platforms, enforce single sign-on usage, and enabling multi-factor authentication on all or most devices.

Prepare for the Worst and Hope for the Best

John Caruthers, Director of Cybersecurity, Illumina

John Caruthers summarized the group’s response to ensuring security for remote workers by accepting the widespread use of malicious email filters and, therefore, more false positives. Security nets captured thousands of emails daily once COVID hit, increasing from two to four hundred. 

To prepare employees for extraordinary times, Illumina runs themed cybersecurity campaigns. As the Director of Cybersecurity, John recognizes his captive audience and uses his stage to increase awareness at every level.

John attributes his success to continuous messaging and openness to educating as many employees as possible. We look forward to hearing about the company’s next COVID-themed cybersecurity training campaign. Awareness scores have increased, and he’s already planning the company’s next COVID-themed cybersecurity training campaign.

Closing Statement

Ensuring security for remote workers is no easy task. Security executives from five San Diego companies gathered to discuss their strategies and lessons from the mass migration to remote work. A common theme surfaced among the group of security professionals — user awareness training.

All participants agreed that employees must remain educated and vigilant when connected to work devices in the home. Similarly, the group agreed with their CIO counterparts on the critical topic of communication. Whether people use slack, teams, Zoom, or all the above, everyone must voice their concerns and experiences daily. 

Concluding statements from the group embraced shared learning experiences and adaptation. Additionally, each leader vowed to come out of this period stronger than before, echoing, “we will get through this, but the new normal is here to stay.” 

The post Ensuring Security for Remote Workers: 5 Infosec Leaders, 5 Timely Lessons appeared first on The Carrera Agency.

According to the U.S. Bureau of Labor Statistics, employment stabilized (4%-5% unemployment) about four years after 9/11 and the dot com bust. In comparison, it took eight years to recover from the 2008 credit crisis. Unlike these two events, COVID-19 led to an immediate economic shutdown, leaving businesses closed and workers unemployed for months. Based on observation and previous events, it’s plausible that workforce data won’t stabilize for another eight years. 

During a recent SIM San Diego webinar featuring IT executives, Kevin Parikh, CEO, Avasant, encouraged company leaders to plan for the long-term before seeing a resemblance of normalcy or “the new normal.” Crises create winners and losers. Those who best return their company to new normal operations will experience the most successful outcomes. In this article, we explain how technology executives adapt to business demands and define the new normal with a remote workforce and people-first mindset. 

How Technology Executives Define The New Normal for IT

Kevin Parikh believes today’s most pressing challenge is how technology executives adapt to business demands is in the COVID era. However, in a webinar for IT industry members, he emphasized the importance of managing this crisis’s human element. People come first.

“We’re going to figure out the technology aspect of this, but what will be the long-term impact on our organizations,” he stated.

The new normal shows the need for leadership and adaptability. Karen Gibson, SVP Business Transformation at Quidel, explained that their call volume increased 3x during the pandemic. The staff that usually worked side-by-side in an organized office had to manage the call surge from home.

She emphasized the importance of risk and fearless leadership in this environment. Remote work isn’t going anywhere, and technology executives must make big decisions with little information and certainty about the future. How should they do this?

• Lead with the human element when making decisions
• Coach employees and staff to be productive but deal with the downfalls or setbacks as they come
• Don’t dwell on things outside of your control 

Adapting to the new normal requires action at an unprecedented pace. Karen Gibson explained that mistakes are inevitable, so technology executives must help their teams learn and adjust rather than fixate on the fear of failure. 

During the SIM San Diego executive forum, Drew Martin, CIO, Jack in the Box, talked about the re-prioritization of work to ensure business continuity. COVID-19 forced companies to pull back on projects that weren’t the primary concern. Annual goals and growth plans were altered overnight for many companies. However, the Abrupt change to daily operations opened the door for technology executives to deploy tools that reduce friction among employees, clients, and partners. Leaders were justified to launch transformation projects that were held up previously.

Redefining IT organizations

Karen Gibson shared that her team is re-prioritizing the project portfolio for the year. It’s time to decide if projects from three or four months ago still make sense. How technology executives define the new normal depends on the company’s original goals.

IT must primarily evaluate their current focus and determine if a shift is needed to support the business moving forward. Make room for projects that better prepare the business for the new normal.

Drew Martin encouraged technology executives to “lean into new technologies,” such as virtual collaboration. The right tools help dispersed groups get more done in less time, regardless of the business’s environmental pressures.

For example, Microsoft Teams enabled his staff to manage the re-prioritization of key projects with partners in a matter of days, not weeks or months. Essentially, the pandemic forced companies to explore technologies they should have adopted previously, creating opportunities from in the chaos. Could this be a lesson for the future? “Never let a good crisis go to waste,” said Drew.

Why communication leadership is important

Communication within the organization is critical during times of disruption. While adapting to change, people must communicate more frequently and focus on the intended message.

Think: What are you trying to say to a coworker, manager, or customer? Are you using the correct channel, while providing context? Effective communication in the remote workplace requires planning and strategy.

Technology executives must encourage teams to adopt new communication tools and remain connected. The active use of three or more channels is the new normal; this is the first step to serving as a communication leader during the long-term crisis. Executives who lead with empathy during times of uncertainty will better relate to employees across the organization and, therefore, better meet their needs.

Mike Zill, CIO, Acadia Pharmaceuticals, emphasized the importance of security awareness and training for all employees. The COVID response areas of the business are susceptible to increased cyber threats. People across the organization should know what to look for and how to handle suspicious emails, texts, and communications.

Acadia is on the frontlines of the cybersecurity battle; they recorded a surge in sophisticated phishing attempts that were well-timed to COVID-19. Once identified, IT initiated training immediately, turning employees into a well-informed defense.

Now more than ever, the CIO and CISO are responsible for monitoring “bright-shiny object syndrome” — new technologies that tempt workers away from their recommended tools. Substituting Zoom for WebEx is one example. Defining the new normal includes directing people to use approved virtual tools and prohibiting other, less secure options, especially in the home environment.

How IT can Support Change

IT has been remote for years, decades. Steve Phillpott, CIO, Western Digital, believes today’s challenges are an opportunity for IT to be a role model for the entire organization.

First, IT can show teams how to work from home efficiently, using the right tools, processes, and communication tactics. Multiple technology executives shared employee engagement ideas that didn’t involve sophisticated tools, including the distribution of personal stories and insights from the field, helping people learn from real-world applications. Another idea is to give people tips on how to ensure productivity and keep their sanity when work and life are mixed.

In his example, Steve Phillpott encouraged staff to acknowledge the dog barking at the UPS delivery person who just knocked at the door during a video call. Consideration and empathy are essential during these situations; we have to handle the stress that comes our way during the day, from work and life.

Companies that were reluctant to use cloud services and SaaS pre-COVID must experiment with digital technologies to remain productive. Digital services such as video conferencing or online payment services are the only way to operate in response to the current environment (social distancing, stay-at-home-orders, mandatory testing). In partnership with business departments, IT can fast-track critical COVID response projects to keep the organization moving forward.

The accelerated use of digital business tools

IT organizations with extensive remote experience serve as a mentor to companies looking to do more virtual collaboration. The same can be said for IT teams, which have been remote longer than other departments. IT can help smoothen the transition to remote work for the business, creating one-pagers and videos on how to troubleshoot common problems. IT can also implement AI chatbots (similar to a customer service tool) to support a workforce learning how to work from home.

According to Amy Benton, VP IT, Retrophin, IT can be an asset to the human resources department in the new normal. Companies that transitioned to remote work have to adjust their hiring practices, forced to adopt virtual interviewing tools. IT can help train the staff and ensure the technology is working correctly, supporting all aspects of the talent acquisition process.

Adapting With a Remote Workforce

Will they ever come back to an office, or is the new normal, defined by a remote-first workforce? Research data collected by Avasant concludes that as time goes on, fewer people will return to onsite working environments; therefore, it’s a permanent trend. 

Steve Phillpott believes COVID-19 will change the way we work forever. However, one crucial factor determines how well a company adapts and moves forward — people. Company leaders must put people first and manage the human side of the business.

Leaders need to be conscious of the adjustments employees make to remain engaged and productive at work, a.k.a., home. Karen Gibson wants her people to get comfortable with failure in “the new normal” environment. Everyone is trying new tools and working in unfamiliar ways; there’s little time to plan, and room for error is critical for healthy and happy workers. How technology executives help their people learn from the mistakes determines their long-term success.

Amy Benton, VP of IT at Retrophin, believes companies have an opportunity to impress their workforce during these challenging times.

Connect with everyone on a human level, she advised, implement new programs that engage and inform employees, and offer them a break from work from home life, regularly.

She also noted that companies could experiment with virtual happy hours, yoga, or other stress-reducing activities. Company leaders should be open to creative solutions, whether they come from the top or bottom of the organization.

Summary

SIM San Diego hosted a webinar with IT leaders from the Southern California region. The panel discussed how technology executives define the new normal.. The group of technology leaders agreed unanimously that keeping people happy, healthy, and informed is their priority in response to COVID-19. 

The group also agreed that company leaders must look forward and use the past to guide decision-making. Navigating the current environment requires IT to redefine itself by modeling communication leadership, enabling change and transformation, and supporting all staff across the business. 

Moving forward, think about the problems and solutions discussed in this article. Can you take what you learned and apply it to your current situation? At a minimum, we can serve as stewards for the human-centered approach to defining the new normal in IT and business.

The post How Technology Executives Define “The New Normal” and Redefine IT Organizations appeared first on The Carrera Agency.

We recorded answers to the six most-asked questions for you to review and share with others. Whether you are planning to begin a career in IT or a similar technical field, read through the following information provided by seasoned professionals.

1. Does resume length matter for technology professionals?

The simple answer is yes. However, regardless of position title, the quality of the content on the resume is more important than the length. Most experienced talent professionals agree that the one-page resume is appropriate for people with five or fewer years of experience. Many IT consultants, however, work on a large number of projects. In this case, a two-page resume is entirely acceptable. 

Some entry-level professionals have multiple internships and side-projects to display on their resumes, which is encouraged. Condense the experience section by using a concise title and 2-3 bullet descriptions. 

Another option is to create a two-page master resume that includes all of your experience and projects. Before applying to a position, remove unnecessary information that doesn’t relate to the job description. If you can’t quantify your experience with short descriptions, consider saving it for the cover letter, where you have more room to explain the impact you made. If you want to prepare for a job application, use these tips to refresh your resume.

Students and new grads, use this list of ideas to create your master resume:

• Leadership experience from class projects
• Technical skills section
• Awards and certificates
• Volunteer work achievements
• Club responsibilities — and the results

2. How do we expand our LinkedIn network?

The most effective job search strategies include LinkedIn. Your LinkedIn network is composed of people. Therefore, to increase the number of people in the network, you must engage with them (i.e., communicate using written and visual methods). 

LinkedIn’s article, 20 Steps to a Better LinkedIn Profile, mentioned the importance of sharing relevant content from your feed, publishing valuable content, and commenting on others’ posts. All four of these actions require minimal effort and result in more engagement and connections.

Begin growing your network with family and friends. Next, consider alumni, fellow students, faculty, and staff. Most importantly, always send a personal note and briefly explain the purpose of your outreach.

Additionally, use the LinkedIn messaging feature to expand your network with valuable connections. After following the companies and groups that interest you, identify people within companies who have interesting positions related to the one you want. Then search for current connections that can introduce you to that person. Although a cold message may be your only option, a referral produces better results.

Writing a good message, that delivers a response, requires practice. However, you can use these LinkedIn outreach templates to get started. It’s crucial to remember that you must add value to your network if you wish to grow organically. Mainly, help others whenever possible, no matter how small the request. Eventually, other people will do the same for you, and your network will expand.

Another way to strategically grow your network is to follow up meetings and events with connection requests. Essentially, invite people that you met in person or online to join your professional network. And remember to craft a concise but thoughtful message when asking for the connection.

3. How do you transition into technology work from a non-IT position? 

Transitioning into technology or an IT role involves finding the right people and the right company. Who you know plays a crucial role in finding the right position. 

Once you find the position you want, talk to people who have that job. Ask about their journey and how they reached specific achievements. Next, identify your transferable skills and highlight them throughout your resume and LinkedIn profile. Most of these skills should match what’s in the job description — the right keywords make your profile visible to hiring professionals.

Additionally, find certifications that strengthen your resume and portfolio. Use industry news publications such as Dice, Tech Republic, and ZD Net to learn more about relevant industry certifications.

4. Do technology positions within non-tech companies pay the same as positions within companies producing hardware and software products?

This question is best answered with current salary data. Additionally, the truth likely changes often. Each company explains how they determine a salary, but most often, the numbers fall some percentage above or below an industry average. However, we recommend looking at current salary data available to the public, to compare average salaries amongst companies. For example, this article from Dice examines average salary data from technology companies.

5. What details do talent management professionals look for when reviewing LinkedIn profiles?

New graduates are expected to have limited professional experience; however, they should have a thorough LinkedIn profile with details. Talent management professionals at The Carrera Agency look for details such as profile completeness and correctness (e.g., spelling and grammar, main image, completed sections, keywords, groups, activity on LinkedIn, and certifications). In place of jobs and supporting bullet points, list relevant academic, volunteer, and personal projects related to the job you want, then highlight key skills in the summary section and headline if possible.

Additionally, turn on the setting that states you are open to new opportunities, a simple yet crucial way to communicate with hiring professionals. Your activity on Linkedin matters, too. Talent managers want to see what groups you associate with and the conversations (content) you engage with. All of this information helps them predict your fit with the company. Essentially, use your profile to tell a story about yourself and what you do, or want to do in the future.

6. What are the essential techniques or steps to finding a job?

The first step is to establish a process for applying to jobs. Create a checklist to follow and remain organized. This list should include editing the resume, submitting the application on Linkedin, Dice, or the company’s career page, identifying hiring professionals or common connections – asking for introductions, sending outreach messages on LinkedIn, and sending a follow-up message after the interview. You can add tasks along the way, such as follow specific companies or people on LinkedIn. 

Next, employ the networking tips we discussed above (question 2). Follow companies that excite you, search for commonalities with employees, and send brief but personalized messages to hiring professionals and internal contacts that might share helpful information — information sessions or tips on how to get a job at the company.

Job search strategies aren’t complete without practice and preparation. Read and rehearse common interview questions asked by hiring managers. Resources such as Glassdoor, Indeed, and The Balance publish new interview guides regularly. Also, check the blogs of companies where you apply; look for posts with helpful resources to help you prepare for an interview (i.e., How to Answer the Most Common Project Management Interview Questions). Agencies such as The Carrera Agency are a valuable resource for IT professionals and technologists searching for work. We curate a list of the most crucial interview questions to practice and share it on the blog and LinkedIn.

Lastly, ask friends, family, faculty, and colleagues to conduct mock interviews. Gather questions from different blogs and publications and put your speaking skills to the test. Think through past experiences and articulate your contribution/outcome on paper. Practice talking about what you accomplished — and how. 

Summary

The six questions answered in this post provide actionable job search strategies for computer science graduates and future IT professionals. Use proven advice from current talent managers to find the right position with the right company. As with most professions, finding a job is a full-time job. Give yourself the best chance to impress your interviewer.

The post Job Search Strategies for Computer Science Students, 6 Urgent Questions appeared first on The Carrera Agency.

Information technology professionals aren’t surprised to hear that 90% of the nation’s innovation sector employment growth in the last 15 years was generated in five major coastal cities, including San Diego, CA. The weather isn’t the only factor that contributes to the region’s attractiveness for employers and job seekers. Many companies in San Diego provide their workers with an intangible, highly-desirable benefit: purpose-driven leadership. 

San Diego is rich with career-defining opportunities, from early startups to Fortune 100 companies. But there are a few industries that stand out among IT professionals, most notably, medical technology, biotechnology, semiconductors, and communications. 

Are these San Diego companies well-liked by employees for their focus on innovative solutions? Yes, but that’s only half of the story. More importantly, they provide a clear sense of purpose for their workforce, enabling them to support a meaningful mission. 

Many San Diego companies deserve recognition for the problems they solve, especially when the world isn’t watching. Nevertheless, the COVID-19 crisis intensified the need for companies to do more, make more, and facilitate change beyond the usual scope of work.

At a time when shareholder relations and bottom-line revenues fall under scrutiny, what’s expected of people in highly visible leadership positions? The answer is always, lead with purpose.

How San Diego Companies Responded to COVID-19

While each company addressed urgent needs differently, trends emerged that pointed to well-defined leadership and a clear mission across each organization. The following crisis responses were timely, thoughtful, and impactful across the world. Here’s a summary of how each company responded to COVID-19.

Scripps Health

In response to COVID-19, experts voiced the urgent need for testing. And in most regions across the country, it didn’t arrive fast enough. In San Diego, however, Scripps Health addressed the problem of slow testing with its molecular point-of-care test for detecting the novel coronavirus. 

The test, used to detect a positive result in five minutes or a negative result in thirteen, was one of the fastest on the market. The innovative diagnostics showcased Scripp’s commitment to providing superior patient care. President and CEO Chris Van Gorder had this to say about the company’s speed to market,

“Testing is a critical part of the overall response to the coronavirus pandemic. Scripps moved that important tool to the front line of our fight against this devastating disease. The ability to deliver results in minutes at our hospitals for patients exhibiting possible symptoms of COVID-19 allows our physicians to make faster and better decisions about delivering the best care needed.”

ResMed

Whether you watched the news or not, you heard about the global need for ventilators to keep virus patients alive. Messages filled screens from TV to social media. Cue ResMed, a global leader in respiratory medicine. Although the company played a pioneering role in the fight against COVID-19, it was their sustained effort that was most impressive, an all-in stance that focused on people and purpose.

The statements made by CEO Michael Farrell summarized the company’s unique position in the crisis — and display purpose-driven leadership at its finest. Imagine the pride employees felt after reading the following press release.

“As a global leader in respiratory medicine, ResMed stands with the world in the face of the latest coronavirus disease COVID-19 and is ready to help mitigate its effects, helping people breathe while their immune system fights this virus. More than 7,500 ResMedians are working in over 140 countries for this purpose.”

“ResMed is taking every measure possible worldwide to maximize the production of ventilators, masks, and other respiratory devices. We are looking to double or triple the output of ventilators, and scale-up ventilation mask production more than tenfold.”

“I’d like to call out first-responder ResMedians in China’s Hubei province, the epicenter of the coronavirus outbreak, in particular one ResMed hero who, since early January, has donned a positive pressure hazmat suit, and helped set up thousands of people on ResMed ventilators and ResMed masks. There are also 100-plus ResMedians from Malaysia who in mid-March volunteered to keep working in our Singapore manufacturing plant when Malaysia closed its borders, relocating to live near our plant in Singapore, spending weeks away from their families, so they can continue to produce as many lifesaving ventilators and ventilation masks as possible.”

You can also watch Michael Farrell’s interview with Jim Cramer from Mad Money. In retrospect, How would you like to associate your work with a company that formed a COVID-19 task force? Talk about identifying a sense of meaning from one’s daily work.

ASML

Some people say that corporations must give back to the community in a time of need. Many companies in San Diego maintain robust charitable programs, showing their commitment to corporate social responsibility (CSR). But what should be expected of an international organization during a global public health crisis? And what does purpose-driven leadership look like in this scenario? 

ASML, a leader in the semiconductor industry, with 24,900 people in 16 countries (ASML website), demonstrated the highest level of global citizenship during the COVID-19 pandemic. Company leaders engaged every internal and external channel and provided support where it was needed, from supply chain coordination to programming and boots-on-the-ground volunteer work. 

ASML assisted national and regional Dutch crisis teams with the purchase of personal protective equipment (PPE), using its global procurement network. Additionally, the company offered engineering expertise to support companies and organizations to increase the manufacturing capabilities of medical equipment that was in short supply.

Regional leaders took a more granular approach to impact local communities, where they deployed their workforce to feed frontline healthcare workers, distribute computers for students, and share IT training tools for kids learning from home. All levels of the company played a crucial role, including the design and implementation of thoughtful support programs. 

What does a detailed support initiative look like in this scenario? The team in San Diego, for example, joined forces with Frontline Foods to feed healthcare workers with meals from local restaurants impacted by the crisis. 

Viasat

How a mission-driven company reacts to a crisis reflects the authenticity of their mission. And what the company does to fulfill its mission is crucial. For San Diego, CA, based global communications provider, Viasat, COVID-19 challenged the company to remain connected to their customers and partners. 

The pandemic effectively shut down cities, including business and residential areas, all of which impacted Viasat’s customers. “Business as usual” wasn’t a viable mindset under the circumstances. So, at a time when people lost their jobs and businesses either downsized or closed, Viasat offered immediate assistance. 

With their purpose in focus (to keep homes, airlines, businesses, and governments connected — no matter how difficult), the company pledged to keep Americans connected with the following aid:

1. Not terminate service to any residential or small business customers because of their inability to pay their bills due to the disruptions caused by the coronavirus pandemic;
2. Waive any late fees that any residential or small business customers incur because of their economic circumstances related to the coronavirus pandemic; and
3. Open its Wi-Fi hotspots to any American who needs them.

Purpose-driven leadership doesn’t hesitate to put the customer first. Viasat’s actions likely reduced the heavy burden many businesses faced. Employees were positioned to offer help on a human-to-human level. And in the long-run, as their mission states, the company kept people and communities connected at a critical time. 

Illumina

COVID-19 impacted the world, some regions more seriously than others. Then we witnessed the actions business leaders took to help communities, from local authorities to political figures. What we couldn’t see, however, were the scientists working tirelessly to understand this novel Coronavirus. And that’s what they did in record time.

Interestingly, researchers’ ability to sequence COVID-19 in Wuhan, China, was attributed to solutions created by Illumina, a leading sequencing and array technologies company in San Diego, CA. Few people outside of the company knew that Illumina’s innovative technology identified the virus. And fewer people knew how quickly their leadership team responded to the discovery. Within days, Illumina’s technology was available globally, an effort to support laboratories worldwide. Their mindset, supported by the broader scientific community, emphasized tracking the virus, its evolution, and epidemiology. 

It’s not every day that a biotechnology company disseminates a workflow for virus detection and sequencing with the world (with charitable intentions), so why now? Purpose-driven leadership. Sentiments shared by Illumina staff members, ‘the outbreak is an important reminder that the global community must strengthen national and international programs for early detection and response.’ 

Illumina’s mission to combat COVID-19 was transparent and multi-faceted. In addition to sharing innovation with the global scientific community, the company published a guide on Coronavirus detection. Imagine how much time was saved in the fight to slow the pandemic, and how rewarding it felt for the brilliant minds that developed the solutions.

Why Purpose-Driven Leadership Matters 

During a global crisis, purpose-driven leadership influences and inspires people to be agile in a fast-changing world. Additionally, bold people are needed to address urgent needs and create long-term solutions. And often, those people are empowered by companies that have the knowledge and tools needed to create change. 

Scripps Health, ResMed, ASML, Viasat, and Illumina are five examples of San Diego companies that empowered their employees to be part of the crisis response. However, their response to the crisis reflects years of experience and cultural development across the enterprise. 

One thing is for sure: these companies integrated their people (workforce) and purpose (why they go to work every day) long before COVID-19 arrived. If you look closely, you’ll find that their mission statements embody everything we know about purpose-driven leadership; without them, we wouldn’t be so optimistic about tomorrow. 

Purpose Statement Examples

Scripps Health

Scripps strives to provide superior health services in a caring environment and to make a positive, measurable difference in the health of individuals in the communities we serve.

ResMed

Our team of 7,500 ResMedians is making a positive impact on millions of lives every day in more than 140 countries. We’re passionate about being accountable to the communities we’re in. Our work is guided by an environmental policy that promotes waste and pollution reduction, the use of reduced-impact materials and fair labor practices across the globe.

ASML

Unlocking the potential of people and society by pushing technology to new limits.

Viasat

We’ve made it our business to solve high-value, hard problems that create a real impact in the world and deliver the experiences that people want, need, and expect.

Conclusion

Increasing production three-fold, opening a new supply chain, donating PPE and computers, and sequencing a novel coronavirus across borders wasn’t the result of pure luck. Instead, dedicated employees and focused leaders accomplished these momentous achievements. Each one of the individuals involved worked with a clear goal: the desire to do good and help others. They knew what they were doing and why it was important. And that’s the value of purpose-driven leadership. The positive impact of their combined efforts is why it matters.

Header image by: Blake Weyland

The post San Diego Companies Raced to Confront COVID-19. Their Actions Reflect the Simple Truth About Leadership appeared first on The Carrera Agency.

Additionally, Information technology consultants are in the crosshairs of the technology industry’s most influential decision-makers — CIOs, CISOs (Chief Information Security Officers), CTOs, etc. Today, good leaders view contingent workers as essential players in the daily operations of the business, especially since they care to know everything about their workforce — who is included, what they do, and where they get it done.

When the demand for project-based work increases in a region, so, too, does the competition among consultants. So, finding and securing the right projects requires the assistance of IT talent managers, especially in competitive job markets such as San Diego, CA, and San Francisco.

In this post, we explain why the partnership between the talent manager and information technology consultant leads to better results — landing the project you want. Additionally, we share examples of the benefits consultants receive when they partner with talent managers, such as career growth and a sense of control. 

Talent Managers Access New Projects

Top-performing technology teams recognize people as their most valuable asset, all of them, including information technology consultants. And a recent shift in IT workforce trends revealed that company leaders view consultants as essential players in the daily operations of their teams. 

Additionally, IT leaders seek to know the who, what, and where of their entire workforce, including non-full-time employees. In fact, SAP’s most recent External Workforce Insights Report concluded that organizations should include consultants in their talent management strategy. The report further reinforced the benefit talent management agencies provide to large organizations, especially those with a trusted community of skilled technology professionals — identifying specialized talent for critical business projects.

Consultants that work with a reputable talent management team receive project leads faster by being closer to the source — companies with a need for talent. They acquire job-related information and get their hiring documents submitted to hiring managers quickly via these teams and their relationships with their clients. Similar to other freelance professions, it takes a village to thrive as an information technology consultant, and the right hiring resources bring you one step closer to finding the project you want.

In summary, talent managers provide answers to the following burning questions:

What projects are available now? 

Which opportunities are in the pipeline? 

Who do I network with to learn about future opportunities? 

What companies are the best professional and cultural fit for me?

Information Technology Consultants Learn What Companies Want 

Unlike full-time employees, Information technology consultants have access to talent managers who serve as advisors. The intermediary between talent and client, these individuals immerse themselves in both worlds (the talent market and internal company environment) and serve as the eyes and ears of the hiring manager and consultant. 

The relationship between the talent manager and the hiring organization presents a clear opportunity for information technology consultants. Today, the right talent management team can provide a reliable source of guidance and growth. 

Through regular check-ins and interviews, talent professionals inform consultants on the specific skills and experience the hiring manager requested, soft skills needed, cultural fit, and what the organization looks for based on previous hiring decisions. These insights aren’t available to everyone but provide an advantage to the interviewee.

For example, many consultants enjoy freedom and autonomy to choose the projects they work on, which can last for a few months up to a year. However, it’s their responsibility to continuously upskill and improve their portfolio of work. Talent managers help consultants decide where to focus one’s time and energy for the greatest career benefit (e.g., which certifications are helpful). Equally important, they help consultants choose which examples to discuss during the interview and what past projects to highlight.

Talent managers prepare technology professionals for the interview process and offer validated advice, client-specific details, and practice. They thoroughly prepare consultants, from the resume to one-on-one (or panel) discussions with the internal hiring team. Preparation includes a well-written, targeted resume, which increases a person’s chances of finding the work they want; less guesswork and more direct action to reach the end goal: finding the right project.

IT Consultants Receive Personal Attention

Perhaps a better title for this article is: Why Information Technology Consultants find the Right jobs faster With Talent Managers. Why the emphasis on “the right” jobs? It’s a notable difference from traditional recruiting functions: talent managers, especially for technology professionals such as developers, analysts, and project managers, seek to align the right project with the right person. 

From years of observation, a good talent manager provides personal attention and one-to-one communication. They use these tactics to understand talent, both personally and professionally. The process isn’t all that different from networking — you can’t help someone unless you know who they are, what they do, and how you can provide value. Connecting the consultant with the right company and project is the outcome.

It only takes one visit to sites like Glassdoor or Indeed to prove that personal attention from talent managers alleviates much of the stress and frustration attached to finding a job. Having another person in your corner to offer support and guidance is invaluable in the long-run. In many examples, job-seekers weren’t chosen, yet they showed appreciation and gratitude towards the process, citing that it was both pleasant and refreshing.

We are all humans, after all, so is it wrong for professionals to resist hiring tools that ignore a person’s uniqueness? ATS, that’s you. The user experience associated with finding a new project should be challenging but also rewarding, not painful and demoralizing. Whether you label it boutique talent management or one-to-one hiring, information technology consultants embrace the perks of this more personal approach.

Three Benefits for IT Consultants

The three benefits discussed in this article explain why information technology consultants find projects faster when partnering with talent managers. Knowing what jobs are (or will be) available, how to get them, and who to network with are crucial factors that impact a person’s success. Skilled technology workers are always in high demand, the solution to an industry-wide talent shortage. But you still want to be in the right place at the right time to land the project you want.

The post Why Information Technology Consultants Find Jobs Faster With Talent Managers appeared first on The Carrera Agency.