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Producing Candidate Separation through Recruiting Technology

Copyright © 2011. 18 pages.
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DOI: 10.4018/978-1-60960-535-3.ch007
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MLA

Sedlack, Derek J. "Producing Candidate Separation through Recruiting Technology." Managing IT Human Resources: Considerations for Organizations and Personnel. IGI Global, 2011. 82-99. Web. 31 Oct. 2014. doi:10.4018/978-1-60960-535-3.ch007

APA

Sedlack, D. J. (2011). Producing Candidate Separation through Recruiting Technology. In J. Luftman (Ed.), Managing IT Human Resources: Considerations for Organizations and Personnel (pp. 82-99). Hershey, PA: Business Science Reference. doi:10.4018/978-1-60960-535-3.ch007

Chicago

Sedlack, Derek J. "Producing Candidate Separation through Recruiting Technology." In Managing IT Human Resources: Considerations for Organizations and Personnel, ed. Jerry Luftman, 82-99 (2011), accessed October 31, 2014. doi:10.4018/978-1-60960-535-3.ch007

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Abstract

With millions of potential employment candidates leveraging the Internet to search for jobs (Borstorff et al, 2006) and a massive global economic recession providing increasing availability to otherwise gainfully employed professionals, it is staggering to think that employers cannot find qualified candidates. The number of global candidates is growing, but claims of weak qualifications or poorly drafted resumes that do not appropriately reflect skills or experience leave many positions open. Gallivan et al (2004) found that the technical gap is due to the ease of posting specific technical skills and recruiting for a specialty and the complex, multi-functional modern employee companies now desire. A better method of qualifying and matching candidates with broader skills is required to meet this ever-increasing demand. While no system can incorporate all information, this proposal would provide a modular Information System capable of providing the most relevant information.
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Introduction

With millions of potential employment candidates leveraging the Internet to search for jobs (Borstorff et al, 2006) and a massive global economic recession providing increasing availability to otherwise gainfully employed professionals, it is staggering to think that employers cannot find qualified candidates. In 2009, the Department of Homeland Security touted a shortage of candidates for 1,000 security-related positions despite the ever-growing numbers of Americans graduating from college with Information Technology or security focused credentials. Searching through job sites in the later part of 2009 resulted in 255,000+ information security jobs at Indeed, 22,000+ at HotJobs, over 5,000 (limit) at Monster, nationally and internationally. In October of 2009, the number of Americans without a job topped 15,000,000. While these levels did not approach those of the 1930 depression, 25% of the population, they should provide a more qualified candidate pool than ever before in recent history, but the numbers do not match.

While the focus here is not directly on the recession, it does reflect the significant lack of positions filled during this recession. Normally, economies affect all employment environments, which normally serve the general direction of growth; increased GDP creates jobs that require more candidates. This reveals three trends that deserve further attention: shifts in recruiting, shifts in job searching, and IT utilization. The number of postings remains plentiful despite a purported lack of positions through the media. The national media also declares a lack of qualified candidates to fill key Information Technology positions, but local coverage reports countless highly educated, skilled IT workers remain unemployed. Why such a discrepancy?

IT positions remain open because IT candidates cannot be appropriately qualified through current methods. Rapidly advancing technologies require rapidly adopting recruiters, but this creates a catch-22 scenario: focus on learning new technologies and recruiters identify better candidates, locate more candidates and there is little time to adopt new technologies. Candidates remain on the outside of this conundrum with highly sought after skills, but unable to adequately demonstrate their wares. A more accurate skill assessment method will more accurately identify high demand skills, providing employers with a more focused appraisal tool that aligns with internal specifications instead of relying on 2-page buckshot of job listings.

The number of global candidates is growing, but claims of weak qualifications or poorly drafted resumes that do not appropriately reflect skills or experience leave many positions open. Filling high skill positions is not limited to the rank and file, executives now find their work as highly scrutinized as ever before, perhaps due to the technological infusion of the 1990’s that drove gainful increases in productivity. This chapter will look at a technical process to correct what should be the simplest hiring task, entry to mid-level positions that will better position candidates to find long-term, better-suited careers that will provide more valuable, synergistic employment to position the States, again, as the leading nation moving toward a more service-based professional society.

Executive recruiting discussions will encapsulate current, successful methods unrelated to the mid- to entry-level solutions based on inherent tacit skill requirements that differ greatly from explicit, measurable individual contributor skills and will be isolated to better current methods of C-level hiring.

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Complete Chapter List

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Table of Contents
Foreword
Ed Trainor
Introduction
Jerry Luftman
Preface
Jerry Luftman
Chapter 1
Christine V. Bullen, Thomas Abraham
There are a number of significant forces shaping the Information Technology (IT) work force: the migration of skills due to global sourcing, the... Sample PDF
Patterns of Skills and Careers in the Information Technology Workforce
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Chapter 2
Benn Konsynski
Increasingly, the management of human capital management emerges as a key differentiator in the competitive marketplace. The talent pool and... Sample PDF
Changing Capabilities and Capacities: Key Technology Influences in the Transformation of IT Talent Requirements in the 21st Century
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Chapter 3
Vijay K. Agrawal, Vipin K. Agrawal, Ross Taylor, Frank Tenkorang
The purpose of this chapter is to examine the various, sometimes contradictory, factors influencing the demand for IT professionals and to build a... Sample PDF
Trends in IT Human Resources and its Determinants
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Chapter 4
Phil Schneidermeyer
In this chapter, IT human recourse professionals will find confirmation of the important role that they play in ensuring the creation of a high... Sample PDF
IT Human Resources: Experts at Talent Management & Critical Partners to the CIO
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Chapter 5
Jo Ellen Moore, Clay K. Williams
When studying job analysis, recruitment, training, and even retention in IT HR management, an oft-overlooked element of the picture is selection.... Sample PDF
Selection: The Crux of IT HR Management
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Chapter 6
Jo Ann Starkweather, Deborah H. Stevenson
Following a discussion of best practices for IT recruitment and hiring, an empirical analysis of recent IT recruiter and IT executive data are... Sample PDF
IT Hiring Criteria vs. Valued IT Competencies
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Chapter 7
Derek J. Sedlack
With millions of potential employment candidates leveraging the Internet to search for jobs (Borstorff et al, 2006) and a massive global economic... Sample PDF
Producing Candidate Separation through Recruiting Technology
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Chapter 8
Anna Frazzetto
Most discussions of IT outsourcing focus on cost reductions and meeting skills requirements. This chapter focuses on the people considerations and... Sample PDF
Insourcing vs. Outsourcing: Critical IT HR Considerations
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Chapter 9
Kristen Lamoreaux, Dibi Varghese
For decades, societal influences, academic ennui, and corporate resistance to change have contributed toward the reduction of the number of women... Sample PDF
Deliberate Leadership: Women in IT
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Chapter 10
Gina Pipoli, Rosa María Fuchs
Retaining talent is one of the most important issues that HR Managers must address. This chapter discusses the retention practices model applied by... Sample PDF
Retaining IT Professionals
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Chapter 11
Jannie M. Buitenhuis
New generations of Information Technology (IT) professionals are entering and preparing to enter the pipeline for a challenging IT career. This... Sample PDF
In the Pipeline: The New Generations of IT Professionals
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Chapter 12
Deepak Khazanchi, Dawn M. Owens
The general problem of employee retention and the ability of an organization to influence and change actual turnover behavior are of great concern... Sample PDF
Retaining Global IT Talent
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Chapter 13
Cesar Akira Yokomizo, Lina Eiko Nakata
Results show that ICT professionals consider learning and development the most important expectancy in the workplace, followed by satisfaction and... Sample PDF
Attracting and Retaining ICT Professionals in Brazilian Companies: Expectancies, Learning, and Gender in the Workplace
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Chapter 14
Adrián Hernández-López, Ricardo Colomo-Palacios, Ángel García-Crespo, Fernando Cabezas-Isla
Careers have experienced an evolution parallel to society’s constant progress. Careers have migrated from hierarchical and unidirectional models... Sample PDF
Present, Past and Future of IT Careers, a Review: From the Local Pyramid to the “Flat World”
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Chapter 15
Marianne Broadbent
A successful IT organization demands having the right talent that works effectively and efficiently together. IT managers must focus on identifying... Sample PDF
Building Great Talent and Effective Teams
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Chapter 16
Mary Jo Greil, Elaine Millam
Who is responsible for identifying the focus of people development and ensuring that the development of future leaders is being given appropriate... Sample PDF
Building IT Capacity for Leadership in a New Age
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Chapter 17
John Stevenson
The term “A Players” was not a familiar categorization for staff until this author had been leading Information Technology organizations for over... Sample PDF
A Players: High Worth + High Worry
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Chapter 18
John N. Oglesby
The key to an effective IT organization is to hire good people and nurture them. While recognizing that individual people require individual... Sample PDF
The Critical Five People Practices of IT Leaders
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Chapter 19
Lisa K. Meisenbacher
This recent perspective on IT HR trends discusses the changes in skills required for a successful IT career, while recognizing the dynamics of the... Sample PDF
Considerations for Organizations and Personnel
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Chapter 20
Donald E. Brown
The purpose of this chapter is to explore how people and corporations perceive the value of networking organizations and social networking... Sample PDF
IT HR and the Perceived Value of Networking Organizations
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Chapter 21
Ângela F. Brodbeck, Henrique J. Brodbeck
This chapter presents two organizational case studies of Brazilian companies: a cutlery multinational with both domestic and international plants... Sample PDF
Influence of the Organizational Culture into IT Department Structure, User Relationships and Motivators: Brazilian Cases
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Chapter 22
Andreas Eckhardt, Wolfgang Brickwedde, Sven Laumer, Tim Weitzel
The purpose of this chapter is to present the case of a German software manufacturer who invented a Recruiter Training Academy to fulfill their IT... Sample PDF
The Need for a Recruiter 2.0 for Hiring IT Talent: The Case of a German Software Manufacturer
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