Mailbag: Five tips for hiring

A few weeks ago, I called upon recruiter Steve Hall of Find Great People International to discuss how managers can choose top IT talent. By no means were the five quick tips outlined meant to be an exhaustive guide to hiring, but only a starting point for improving accuracy when selecting candidates. (See http://www.nwfusion.com/newsletters/itlead/2004/0823itlead1.html).

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A few weeks ago, I called upon recruiter Steve Hall of Find Great People International to discuss how managers can choose top IT talent. By no means were the five quick tips outlined meant to be an exhaustive guide to hiring, but only a starting point for improving accuracy when selecting candidates. (See

https://www.nwfusion.com/newsletters/itlead/2004/0823itlead1.html

Two readers took exception to some of Hall’s advice. I thought it would be useful to share their points and give him an opportunity to respond, so what follows is a portion of that feedback.

Martin Fregeau, a telecom analyst for Domtar, believes Hall is off the mark. “Let’s face it, good IT people are the kind of individuals that relate more to machine than man,” Fregeau says. “I can see him missing a lot of good talented people because they don’t express their social skills as much as others.”

Fregeau says that while he may lack in social skills, that shouldn’t make him a bad prospect, especially because the qualities Hall outlines seem better suited for a manager rather than a techie in the trenches. “I haven’t had one of my former bosses tell me hiring me was not a definite plus for them because I do good work, I’m quick to think on my feet and am knowledgeable,” Fregeau writes. 

Hall responds, “I love this reader’s comments! Though they speak of their own inadequacy in areas of communication and enthusiasm, they have actually demonstrated a key ingredient to being a great employee. They just gave a passionate argument to how simply looking at the exterior qualities of a person can be completely wrong.”

He goes on to say that the right person for the job must possess talents that match the job objectives, and that the ability to fix what’s broken may be the most important aspect required from a technical person. “But, make no mistake about the fact that in order to advance in today’s tight marketplace in IT they will need to possess the “soft” skills which are being demanded.” 

Diane Scott, vice president of SunTrust Mortgage’s Mortgage Technology Division, recognizes that compatibility is an important aspect of the hiring decision. However, she’s concerned that this may send the wrong message to new managers or those who aren’t experienced in the appreciation of diversity in terms of communication styles, critical thinking methods, etc.

“The statement that jumps out at me in that respect is: ‘…someone you can relate to….’ Far too often I feel that managers (especially technical managers) recruit and retain people just like themselves. One of the downsides of that is the fact that the clients may not be able to relate to that particular style,” Scott says. 

In response, Hall says he stands by the statement he made that hiring someone who moves you is one of many gages to utilize when hiring. “Especially those whose core values complement that of your company, internal team, and even your own. If the values are at opposite ends of the spectrum then watch out. That could be a dangerous hire.”