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A Searchplus Piece / General / High Tech / Recruiting

Four ways to augment tech talents

hiring-tech-talent

The right technology talents can be hard to find. McKinsey New York, Chicago and Silicon Valley offices have provided four suggestions for companies trying to augment talents externally.

吸引技术人才的4个方法

高新技术人才难觅。麦肯锡的纽约、芝加哥、硅谷办事处为从外部招聘技术人才的公司提供了四个建议:

1

  1. Buy whole teams where feasible.

Some companies use M&A to gain access to talent much more quickly than they would have by building internal capabilities. For example, Allstate’s acquisition of Esurance provided Allstate with capabilities in developing online customer channels and systems.

尽可能地纳入整个团队

有的公司通过并购来获得更多的人才,这比从内部培养人才要快得多。例如,Allstate收购Esurance,为Allstate开拓了研发在线客户渠道和系统的能力。

2

  1. Rethink location strategies when necessary.

IT organizations created tremendous value over the past decade by relocating functions to less expensive locations. Some IT organizations are now refining their location strategies to enhance their ability to attract critical talent. In many cases, this means operating a portfolio of locations that includes lower-cost sites to perform transactional activities and locations in city centers or near universities to attract technologists with cutting-edge skills.

必要时重新制定选址策略

IT组织在过去十年中创造了巨大的价值,不少职能被转移到了成本更低的地方。一些IT组织正在改进其选址策略,以增强他们吸引关键人才的能力。在许多情况下,这意味着组合型选址,既能低成本的地方进行商业活动,又能在城市中心和大学周边吸引具有高尖技术的人才。

3

  1. Draft the best athlete.

Large, complex technology requires dozens or hundreds of specialized skills, and needs can change rapidly: this year customer analytics and enterprise mobility may be pressing requirements, but other issues may be more critical in a few years. However, talented technologists can learn new skills quickly, so some IT organizations have focused recruiting on finding great problem solvers and communicators, with the expectation that they can pick up the skills required for a particular role.

想清楚未来需要什么样的人才

大型的复杂技术需要数十种、甚至几百种专业技能,具体的需求可能日新月异:可能今年的迫切需求是客户分析和企业机动性,而几年后其他问题可能更为关键。有才华的技术人员可以快速学习新技能,因此一些IT组织重点寻找在解决问题和沟通能力方面出色的人,期望他们能够获得特定角色所需的技能。

networking

  1. Leverage the network.

Talent attracts talent, especially in technology functions. Investing in high-profile hires, potentially from nontraditional sources (for example, recruiting high-tech talent for enterprise IT roles), can help build buzz on the recruiting market. One company hired an experienced CTO and a senior software-product-management executive from a successful Internet player. Once these people came on board, the recruiters worked with them closely, leveraging their professional networks to identify additional candidates and using their reputations as a selling point.

利用人才的杠杆效应

同性相吸,这点在技术人才方面尤为突出。投资具备影响力的员工,他们可能来自非传统渠道(例如招聘高科技人才进入企业的IT角色),可以帮助公司在招聘市场上旗开得胜。一家公司曾从成功的互联网公司聘请了经验丰富的CTO和高级软件产品管理主管,招聘人员从他们入职伊始便开启紧密合作,利用他们的专业网络来识别更多的相关人才,并以员工个人的声誉作为公司卖点。

Author: Selina Gao, Plusser Marketeer based in Manchester

Source: James Kaplan, Naufal Khan, and Roger Roberts. “Winning the battle for technology talent”

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