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 Topic: Career NewsThe new items published under this topic are as follows.
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Des Moines Business Record (09/04/05); Morain, Erin
After big declines in the technology industry early in the decade, the demand for IT professionals is on the rise again. The Bureau of Labor Statistics reports a lower rate of unemployment among IT workers than the rate for the general economy, while a Robert Half report has found that 14% of CIOs intend to add full-time workers to their staffs in the third quarter, and 38% identify business expansion as the engine for hiring initiatives.
As new platforms have emerged, companies must add IT personnel to create and maintain those systems. The area of technology support has enjoyed the most growth as Web applications and their attendant security concerns have reshaped the way companies conduct business; universities are picking up on this trend, offering programs of study concentrating on security to prepare graduates for a job market that is responding to increased government regulations.
The increased demand has made the search for talent more competitive, as companies are now having to step up their efforts to retain quality workers. Companies are also enacting option-to-hire contracts, where employers enjoy a chance to test out prospective hires and evaluate their contribution to the business as a whole, rather than on a narrow, technical level. The demand for well-rounded employees poses an added challenge to the academic community to produce workers who bring business savvy in addition to technical skills. Due to the characterization of the IT market as volatile and uncertain, colleges are seeing fewer students pursuing technology-related fields, and the prospect of a worker shortage could lead to greater employee turnover and increased offshoring initiatives.
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Unfortunately, many technical decisions come more from “religious conviction” than they do from any rational collection of data. After working in this industry for over 20 years, I too have many of these convictions. Who wouldn’t?
I do, however, make a conscious effort to not base my decisions on them alone. Additionally, I try to step back and question these convictions from time to time. Don’t get me wrong. I think there’s a lot to be said for years of experience and the convictions that it can spawn. Hey, that’s a large part of paying the money for someone with experience. However, we must all keep in mind that, as sure as “Shit Happens,” things change and change is good.
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By Kate Lorenz, CareerBuilder.com
Hiring a new employee is a big step for any company, and most hiring managers want to make sure the new person can fit in well with the team. This is one reason many companies require candidates to interview with a number of executives, often on the same day. For the interviewee, this situation provides the opportunity to learn about the company from a variety of viewpoints and to get to know more than one person at the company. However, interviewing with several people in one day can have a serious downside for a candidate: fatigue.
Interviewing is an exhausting sport, and most people are tired at the end of just one interview. So what if you have a full schedule of interviews lined up and need to bring your "A-game" to every one? Here are some steps you can follow to keep your energy level up:
1. Skip the late show the night before.
2. Get off to a good start in the morning.
3. If lunch is part of your interview, don't pack it in.
4. Carry some necessities with you.
5. Drink cold water in between interviews.
6. Be active between interviews.
Read the complete article at careerbuilder.com
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Today's Engineer (08/05); Templeton, John William
America's increasing dependency on "temporary" guest-worker programs and the export of technology-related jobs to countries where labor is cheaper constitute a serious blow to African-American tech professionals, particularly those in rural communities and central cities.
The Bureau of Labor Statistics estimates that African-Americans comprise only 5.5 percent of the 3.8 million Americans who work for high-tech companies, while the high-tech sector comes in tenth in terms of the percentage of African-Americans employed by the 12 leading industry sectors. African-Americans account for 7 percent of the 1.6 million computer systems design jobs in the U.S., and 5.6 percent of the 1.03 million-member science and technology management and consulting workforce.
In contrast, 15.4 percent of the radio/television/cable media workforce is black, as is 13.9 percent of the telecommunications workforce. The percentage of African-American high-tech workers in IT departments at IT-using companies is greater than that at IT-producing companies, but the increased offshoring of business-processing jobs threatens domestic black employment at those companies as well. Studies of San Francisco Bay Area hiring practices conducted by the Coalition for Fair Employment in Silicon Valley over several years would seem to indicate a bias against African-Americans and preferences for foreign workers brought in on H-1B visas.
The only positive trend for African-American tech workers in recent years is the increase in black-owned tech companies, which employ over 15,000 workers and earn six times the revenue earned by African-American businesses overall.
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InfoWorld (08/29/05) Vol. 27, No. 35, P. 10; Schwartz, Ephraim
The U.S. Department of Labor's refusal to disclose job openings submitted by U.S. employers seeking to hire workers on H-1B visas so domestic workers might have a fair shot at them is a sign of disrespect to American labor, according to University of California, Davis, computer science professor Norman Matloff and others.
The U.S. Citizenship and Immigration Services (USCIS) says "the H-1B visa program is utilized...to employ foreign workers in specialty occupations that require theoretical or technical expertise in a specialized field." U.S. employers who wish to import foreign workers on an H-1B to fill a stateside job are required to provide a Labor Condition Application (LCA) describing the available position; the DOL has so far received 51,939 LCAs, which Programmers Guild President Kim Berry wants posted on the department's Web site so anyone can apply for the jobs.
The DOL's David James says the department does not have the authority to release this information, but Berry counters that no statute specifies the time and manner of LCA disclosure. Furthermore, a foreign worker with a valid H-1B visa is disallowed from starting employment until Oct. 1, 2005. Berry reports that an inordinate number of openings are for computer programmers and software engineers.
He acknowledges that employers are not obligated to hire Americans, but says the DOL should be required to make the information available to the public before the positions are filled. The maximum number of allowed H-1Bs in 2006 stands at 58,200, but a USCIS Web site indicates that 22,383 H-1B visas have already been approved and that 29,556 are pending.
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Newsday (08/19/05); Marshall, Randi F.
The IT industry's resurgence has been slow in coming partly due to offshoring and productivity trends, as well as the IT job market's precipitous decline following the dot-com implosion. But fewer college students enrolling in computer-science courses means that companies may face a shortage of IT talent as the job market recovers. The same outsourcing trends and dot-com bust that impeded the industry's comeback are partly responsible for the enrollment downturn, as the lack of jobs discouraged students from entering the field. Stony Brook University dean of engineering and applied sciences Yacov Shamash expects continued enrollment declines and domestic staff shortages to encourage even more IT outsourcing. Director of the City University of New York's computer science doctorate program Ted Brown stresses the need for adaptive IT workers, and he plans to introduce finance and business coursework into CUNY's tech and computer-related curriculums to meet employers' staffing requirements. Shamash, however, argues that training students in a specific application or industry limits their options. Regardless of the validity of either argument, more specialized skills are a must for IT professionals today. Edward Korth of Brentwood says job-hopping has become a viable option thanks to improvements in the IT industry where specific skills and little need for training are highly prized.
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Computerworld (08/22/05) P. 7; Thibodeau, Patrick
The U.S. government's declaration that the H-1B visa cap for fiscal year 2006 has already been reached--the first time the application process has been closed before the start of a fiscal year--is likely to prompt high-tech trade organizations to lobby for additional visas beyond the current limit of 65,000. Immigration attorney Vic Goel said the rapid depletion of the fiscal 2006 H-1B allowance indicates that not enough visas are available, particularly in the face of positive economic growth. Rochester Institute of Technology professor Ron Hira disagrees with such an assessment, claiming the fiscal 2006 limit being reached before companies have even hired new employees "seems to indicate that companies are planning ahead for positions that don't exist right now, which highlights the fact that, contrary to conventional wisdom, they aren't searching for Americans first." John Palafoutas of the American Electronics Association said importing leading overseas talent to the United States is becoming harder and harder, and IT industry groups have been meeting with congressional leaders to determine the best course of action. He raised the possibility of a "market-based" solution that would automatically trigger an H-1B cap increase in response to strong demand. Congress authorized an additional 20,000 visas both for fiscal 2005 and fiscal 2006, although those visas are reserved for foreign workers with advanced degrees from U.S. schools.
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IntelInfo IT Career Center
There are seven key steps to building a high-powered network that can help you tap into the power of the "hidden job market." In developing a broad list of contacts within this network, it's easiest to start with those closest to you, such as friends and family, who can suggest job leads or specific information about a particular company or industry. The seven-step process kicks off with preparing an effective resume and taking steps to organize the contacts in your network. Then, it's time to start the communication process of initiating informational interviews and following-up with promising contacts. By approaching the process of networking in a highly systematic way, it's possible to find the types of job opportunities that are rarely, if ever, advertised.
The first step in developing a high-powered network is getting organized. This means developing a firm grasp of the job search basics, conducting a self-assessment that will accurately measure your strengths and weaknesses, and preparing a strong resume. You should ideally develop two resumes - one in traditional format and one in a format that can be scanned by employers. Next, it's time to organize your network. This step is crucial to your success. If you have ongoing access to a computer, the best method is a database or spreadsheet where you can enter key information. You can also keep an organized collection of business cards, where you can write notes and comments about your network.
After this groundwork has been established, it's time to communicate with your network. It is extremely important to stay in touch with your network, which you can easily do by phone, mail, or email. Part of keeping in touch with this network is initiating informational interviews, which are a great way to gain more information about an occupation or industry. Then, remember to follow up with your network. Keep your network informed of your situation and thank them for their efforts.
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IEEE Spectrum Careers, August 2005
Delegating is a key managerial skill that can increase your overall effectiveness as a manager. After all, being unable to delegate assignments can sometimes cost you a promotion or otherwise sidetrack a promising career. According to career experts, "there comes a time in every engineer's career when he or she needs to start letting go and assigning tasks to subordinates or to contractors." Instead of focusing on detailed tasks, an engineer should learn the types of higher-value managerial skills needed to complete large or complex projects. Delegating work to others involves four basic steps: clearly describing the specifications of the final deliverable, establishing trust in fellow team members, keeping track of things in an orderly way, and giving constructive feedback.
Learning to delegate starts with being able to outline effectively what needs to be done and by when. People who report to you expect to be guided and are not going to blame you for assigning them work. Determine what you want others to accomplish and when you need them to complete the task. Be clear as to what is expected, and give your subordinates the opportunity to discuss the general approach or any other issue before launching into the work. Beware of micromanaging or seeming to focus too much on the details while still keeping track of delegated work. Managers must know what their people are doing at any given time and when the work is due. After the work has been completed, it's important to give constructive feedback and criticism. When giving feedback for delegated work, try first to be as positive as possible about the work the person has done.
Delegating is a "two-way street," so the two parties need to agree in advance about what is needed and how it can be accomplished. As a result, your co-workers should be comfortable with asking for guidance. When delegating, remember that, at some point in your career, you can no longer do it all. At this time, you will need to guide others in your organization in accomplishing this work. The better that you delegate, the more responsibility you will be able to take on in your career.
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"In the Dark"
Posted by: jaye on Tuesday, August 23, 2005 - 06:32 PM |
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Computerworld, August 8
As round-the-clock IT operations become increasingly common as the result of global economic integration, technology firms are becoming increasingly aware of the physical and psychological demands placed on IT employees who work the night shift. The fatigue factor of working long nights can have a debilitating effect on personal productivity and sap overall employee morale. With this in mind, the article provides a number of steps that IT managers can take to help their night-shift teams become more productive and satisfied. In addition to rewarding achievement and keeping a close eye on worker morale, managers should change work schedules carefully and create a healthful working environment that helps employees to avoid the effects of drowsiness.
The symptoms of working the night-shift have been well-documented: feelings of drowsiness, being more prone to accidents and mistakes, feeling disconnected from management, and experiencing negative perceptions about fitting in with the rest of the company. These feelings can be magnified if workers feel that their concerns are being ignored by upper management. With that in mind, there are several steps a night manager can take to improve the productivity of the night crew. A key move is simply recognizing the night shift's achievements, especially as they relate to overall corporate performance. In addition, don't let low morale fester. Look at why employees take sick days: too many sick days and excessive absenteeism could be a symptom of a much larger problem.
It is a fact that most people experience a lull in alertness between 3 a.m. and 6 a.m., so it is important to keep a close eye on shift times in the early morning. Change schedules with care, since frequent switching between day and night shifts can upset the rhythm of the body's clock. Create a healthful work environment that includes bright lighting, easy access to energy-boosting food choices such as fruits and nuts, and frequent opportunities to walk around. All of these factors will help to delay or reduce the effects of sleepiness.
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